March 27, 2025
The Illiterate of the 21st Century will not be those who can not read or write. The Illiterate of the 21st Century will be those who can not learn, unlearn, and relearn.”
Alvin Toefler Future Shock
Pope Francis noted in Let Us Dream, “We are not in an era of change. We are in a change of era”. Many write that we need a new type of leadership. My response is to disagree respectfully. The people who make these arguments are only looking at what leaders do. They are missing the point that for time, at the core, the foundation of leadership has always been rock solid, made up of Values, Purpose, Motivation, and Mindset that build people first to get things done. What has changed is the Content Skills leadership. The content skills of leadership are skills developed by leaders in the context of the time. An intentionally implemented three C’s framework of leadrship development is the model for the 21st century that is needed today.
In today’s fast-paced and ever-evolving organizational landscape, leadership capacity is a crucial content skill. Leadership capacity is best defined In a 2021 Forbes article by Dr. Joel M. Rothaizer, MCC, and Dr. Sandra L. Hill, Leadership Development – it’s about Capacity not Competencies as “the ability to think and act effectively during times of increasing VUCA (volatility, uncertainty, complexity, ambiguity) and rapid change. Leadership capacity is about the structure of our thinking – not what we think about but instead how we think about it.”
Leadership capacity encompasses several components. Many training articles refer to capacity as vertical development, serving a leader throughout their leadership practice. One key component of leadership capacity is a strong ability to learn, unlearn, and relearn, as well as a learnability quotient or LQ. Secondly, leadership capacity is enhanced by developing leadership capacity in using awareness and practice with self and others, a high degree of Emotional intelligence or EQ, and finally, a leadership capacity to develop other leaders as a collective capacity CC. The subject of this article is the first component of leadership capacity, creating a learnability quotient, LQ. Developing learnability requires a willingness to learn constantly and continuously, as Tomas Charmorro-Prezmuzic and Mara Swan stated in a 2017 Forbes post What Happens When Leaders Lack Curiosity? wrote, “In our view, there is a fundamental ingredient of leadership that has been largely neglected, namely intellectual curiosity – a leader’s willingness to learn, also known as learnability. Learnability is crucial to meet the challenges and opportunities in today’s contexts. James Kuszes co, author of the Leadership Challenge writes that “the best leaders are the best learners “and that the best leaders are “continuous improvement fanatics and learning is the Master skill of leadership.
“Great leaders must focus on developing a robust Learnability Quotient.”
This Thursday’s Leadership Insight will focus on the first component of leadership capacity, asking leaders, What is your learnability quotient? The L.E.A.R.N. model will be described as a model to enhance a leader’s learnability quotient. Five strategies will be shared about how to use the LE.A.R.N. model and eight benefits of developing a high degree of learnability for a leader and their organization.
The L.E.A.R.N. model provides an interdependent set of building block skills to expand a leader’s capacity in LQ.
Below is a brief overview of each building block:
L . Look and listen to be learnable
The leader whose leadership practices are based on curiosity, observations, and listening to others’ feedback and reports will be informed and develop as a leader. Leaders who choose to grow their LQ will look and listen beyond their team, organization, and community. In an Applied Corporate Governance article, LEADERSHIP AND LEARNING: THE NEED FOR CONSTANT EVOLUTION, The authors write leaders must be observers, noting that listening and looking “In theory very simple but in practice requiring effort to apply consistently, this involves remembering that we have two ears and two eyes but only one mouth – and to use them in that proportion! A good leader looks and listens more than she speaks. Clearly, you cannot learn anything about the people you are leading if you spend more time speaking than observing.”
E . Explore, engage, and expand your thinking to be learnable
The leader who chooses a constantly growing and developing LQ must learn to ask for information. They must also become comfortable with asking more profound questions and using observation and listening to expand their search for opportunities and challenges. Leaders who don’t ask and broaden their thinking will be behind, especially in ever-changing times. The average leader has a deep pool of resources and different perspectives in the workplace daily. The average workforce has 4-5 generations and diverse gender, racial, and faith perspectives. Leaning into these resources builds a psychologically safe environment to grow and learn about failures and successes.
A. A.S.K. and A.S.K again to be learnable
Leaders who want to expand their LQ and learning must bear in mind that A.S.K. = Always Seeking Knowledge. A high LQ leader is a humble yet confident learner. They will embrace a paradoxical leadership model of being a learner and teacher, as noted by Dr.Tim Elmore in The Eight Paradoxes of Great Leadership: Embracing the Conflicting Demands of Today’s Workplace, They will embrace being a student and a learner and will fashion questions to expand current information and expand to future challenges and opportunities. The high LQ leader will act to learn, unlearn, and relearn, not be afraid of failure or leaving current tradition, which can hinder movement forward and learning.
R Reflect and respond to be learnable.
The high LQ leader uses intellectual I.Q. approaches with high LQ skills to reflect on and enhance learning. They will model this learning in response, not reaction, using what more than how. This practice demonstrates respect for others’ insights and learnings and a willingness to learn. A high LQ will dedicate time to thinking and an intentional reflection practice to review learnings and actions as insights for future actions. They will model this for those they lead and in the organization.
N. Navigate, learn, not others, and never stop learning to be learnable.
The high LQ leader is humble enough and transparent enough to understand they don’t have all the answers or questions as they navigate the learnability process. They will seek out others to learn, grow with, and recognize their learnings. Taking the time and recognizing learning in all situations helps an organization to have a high LQ. They will continually ask themselves and others what we have learned, where we are going, and how we can move forward.
Five Ways a Leader Can Use the L.E.A.R.N. Model to build the LQ in leadership capacity
1. Encourage Cross-Functional Learning: Leaders can use the L.E.A.R.N. model to encourage team members to explore different departments and learn from each other’s expertise.
2. Foster a Culture of Feedback: By asking questions and reflecting on learnings, leaders can create an environment where feedback is valued and used to improve processes.
3. Develop Strategic Partnerships: Engaging with external partners and asking questions can help leaders identify new opportunities and strategies.
4. Promote Continuous Education: Leaders should look for opportunities to engage their teams in ongoing training and development programs.
5. Embrace Innovation: Exploring new technologies and asking questions about their potential applications can help leaders stay ahead of the curve.
Eight Benefits of Developing Capacity with a Learnability Quotient
1. Enhanced Adaptability: Learning leaders are better equipped to adapt to changing environments, ensuring their organizations remain competitive
2. Improved Decision-Making: Continuous learning helps leaders make more informed decisions by considering diverse perspectives
3. Increased Innovation: A culture of learning encourages creativity and innovation, leading to new solutions and products.
4. Better Team Connection and Engagement: Learning environments foster higher employee engagement and satisfaction
5. Enhanced Leadership Skills: Leaders who learn continuously develop more substantial leadership capabilities, such as emotional intelligence and strategic thinking
6. Competitive Advantage: Organizations led by learning leaders are more likely to attract top talent and stay ahead in their industries.
7. Resilience in Crisis: Learning leaders are better prepared to navigate crises by leveraging their ability to adapt and innovate as they understand how to learn, unlearn, and relearn.
8. Sustainable Growth: Continuous learning supports long-term sustainability and growth by ensuring that organizations remain relevant and responsive
to leadership capacity, starting with building a Learnability Quotient, which is essential for navigating today’s complex business environment. By embracing the L.E.A.R.N. model and fostering a culture of continuous learning, leaders can enhance their abilities and drive their organizations toward success.
Focusing on intentional learning will develop a high LQ, and a leader will create a high I.Q. and learn to use a high EQ. The results of these leadership choices will be, as Peter Senge termed, a learning organization. Senge defines a learning organization as an organization that is continually expanding its capacity to create its future.” The future is created by learning for a school, church, multinational, or family. A high LQ is required for the journey.
The next edition of Thursday’s Leadership Insight newsletter will discuss the leadership capacity component of emotional intelligence, EQ.
Good leaders build products. Great leaders build cultures. Good leaders deliver results. Great leaders develop people.”
The Leadership Question for you then is;
1. Will you choose to grow your leadership capacity by developing your learnability quotient (LQ) in your leadership practice?