Toby Newman, a Learning and Development Manager at Here Technologies, an Open Location Platform firm with its headquarters in the Netherlands and a captivating learning culture. He has worked in a variety of businesses and sectors throughout the course of his 15-year career in learning and development, including telecoms and retail.

The latest episode of the Digital Adoption Show features Gokul Suresh, Head of Growth and Field Marketing, Whatfix and Toby Newman on How can individuals and organizations take control of their learning journey.

11:36 -How are you continuing to build the learning culture, as an L&D leader?

• A learning culture is where individuals set up a certain mindset and live by a certain ethos for a certain cause. An ideal learning culture is built when people held each other accountable to that mindset, it is more of a bottom-up approach in an organization where each individual holds accountability and the learning culture build over time
• During the course of a learning journey, people build a growth mindset which is an insular mindset. It's all about my positivity, my self-development, and my self-awareness, whereas a learning mindset takes a growth mindset and adds sharing to it. Sharing is where you start to push the growth mindset and help the community outwards

16:07 -What's your opinion on the learning while doing methodologies? And what role curiosity plays in staying ahead of the curve?

• Just-in-time training or learning means that I am doing something, for instance, in Excel, I have to stop doing what I'm doing, go off, find how to do it, and then come back and start work that's just time training. To enable just-in-time training you start to incorporate technology into your individual learning habits. Whether it be a learning experience platform, or even things like chatbots, or all those kinds of things
• Digital adoption platforms help stay ahead of the curve because learning in the flow of work is more than a mindset, people can’t spend much time figuring out how to do it during the course of work. Learning while doing methodologies is the blend of technology with your mindset

34:29 -How do you think we can have more organisations think about psychological safety?

• One of the troubles with the challenges with psychological safety is that you've got to give it time, you've got to start thinking about holding each other accountable. You need to empower not just the manager to work out how they think it's right to be a psychologically safe environment but also the employees and the individual contributors of that team, needs to feel to have the incentive to come forward and talk about it
• Managers that understand how to really develop a team and how to get the most out of a team should be engaged in learning, because they realise that if they can develop their team, and not just get my team to develop with them, then achieving targets, KPIs comes automatically
• So if we're creating a great psychologically safe environment, then everything is positive. There are no negatives to that. Unfortunately, not every manager either has the time or the inclination to do that. Because they're so focused on their targets. There is always a big push from our senior leadership on the importance of improving and self-development, developing and investing in technology to help people develop

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