From superficial knowledge to habit: the 4-step model for developing effective skills at work

Through training, one evolves from Knowingly Ignorant to Knowingly Knowledgeable, enriching one's knowledge in a conscious manner.

This transition can only take place through structured training, typically in a classroom where a lecturer provides instruction to a group of learners. The smaller the class, the more the lecturer can accompany each participant in the functional experimentation phase to put the learning to use. The duration of the training, which is more consistent than in the typical 'information' phase, guarantees a more vertical assimilation of the contents.

The difference is above all cognitive, bringing into play exercises, simulations and an active, continuous and personal confrontation with the lecturer and colleagues. This training model allows for interaction that is impossible to find in a book and of greater depth than in a webinar or seminar. The frequency of the sessions and the small number of participants facilitate the creation of a dynamic environment for sharing experiences. Moreover, the skill of the lecturer creates a virtuous mechanism of mutual enrichment where one can learn from others' mistakes and successes.

Picking up on the previous example, the young entrepreneur enters the next phase when he starts to improve himself in a structured way, by taking part in a comprehensive course to develop managerial skills and concretely trying out delegating, managing employees, making decisions and dealing with complex situations. In short, through experience and training he or she becomes increasingly aware and experienced.

Learning becomes truly internalised when it brings about a behavioural change in the person: it is in this context that what is learnt becomes a mental habit.

With the 'evolution' level, the person goes from being Knowingly Knowledgeable to Unconsciously Knowledgeable, as learning is so profound and internalised that it surpasses the level of consciousness. What is learnt is transformed into habit, almost unconsciously, giving rise to new behaviour spontaneously.

When learning is individual and personalised, the transition to this phase is facilitated. This is done through One to One training, a mode in which content goes from being of general interest to being tailor-made for the learner. The focus will be on the topics of his or her interest, his or her critical issues, the most suitable paths for him or her and solutions to his or her needs.

The above-mentioned entrepreneur will only move to the 'evolution' level through a profound cultural change, taking a step that characterises only those leaders who have internalised the lessons learnt to the point of acting lucidly and naturally at the same time.

To the three cognitive levels, it is possible to add a fourth that represents the culmination of one's development: the teaching level. According to the protégé effect, one learns most profoundly by explaining the notions one is learning. An awareness that the philosopher Joseph Joubert had already assumed when he asserted that 'To teach is to learn twice'.

From experience, I have realised that the best trainers in companies are often the entrepreneurs, CEOs or presidents themselves, who, after having put themselves on the line, select and transfer the best content learned to their employees.

But to be credible as a teacher one must first hold the position of a learner. Because, in the words of Julio Velasco, 'When a leader is able to learn, he is able to make others learn'. After all, no one will ever know an organisation as well as those who lead it, living its problems on a daily basis and deeply understanding its potential.

*Director Strategic Communication Academy