Modern knowledge workers have never really had a chance to properly define productivity (Ref Cal Newport's New Book - Slow Productivity). As a result most knowledge workers have substituted "being busy" as a moniker for being productive. The situation gets even trickier for leaders as they grow senior on the organisation - they just don't have time to "sharpen the saw". While most leaders understand the need to sharpen they just are unable to find time for learning new skills and on top their outdated model of leadership based on "omniscient & omnipresent leader" is not helpful at all. So this issue isn't as easy as it looks at first glance. One trick which works is reverse mentioning but for that leaders have to be accepting & vulnerable.

Resaltar los beneficios integrales es una gran opción para que las propuestas fluyan. -Sensibilizar sobre la tendencia mundial de adaptación al cambio y flexibilidad. -Presentar controles del hoy y el resultado esperado con el aprendizaje. -Promover referentes del sector, donde su congruencia y resultados, inviten al aprendizaje. -Desarrollar mentalidad de crecimiento y evolución. -Invitar a la innovación y creatividad en la implementación. Un líder transformador aprende y transmite. Otro indicador a resaltar en el desarrollo y crecimiento de los equipos. A la hora de vender una propuesta, las cifras hablan por si solas. Integra la mayor cantidad de data en el antes y después e incluye KPI'S que refuercen.

When senior leaders resist learning, it's often tied to their need for stability in a rapidly changing environment. Rather than framing learning as a challenge to their experience, position it as a way to enhance what they already know. By focusing on growth, agility, and keeping pace with industry changes, you can show that learning strengthens their leadership. The key is to emphasize that their ability to adapt and evolve keeps them not only relevant but also ahead of the curve in driving the organization forward.

I try to determine why they are hesitant. Does their hesitation derive from an economic, technological, social, or operational risk perspective? Next, I try to build a business case to overcome their resistance that explains from a quantitative and qualitative perspective why the change is beneficial and how its implementation would benefit the business. Faced with a sound business case, executives are usually less hesitant.