James is at the dinner table with his wife, Cheryl. She can see he's distressed and asks if he's okay. The answer is larger than she expected. As far as she knew, James was happy in his job.

“Cheryl, I don’t know what’s wrong. I’ve worked long and hard for the company. I’ve been loyal and I've given my all. In the past, I was rewarded for my performance, but they’ve passed me over for a promotion again. Guess I better find another company that appreciates my experience and effort.’”

Only three years ago, James was excited about his future. He'd been promoted to a manager position at the manufacturing company where he works. They'd valued his university degree, but they'd valued his 10 years of experience even more.

James was ready for the learning curve his new role demanded. Never afraid of work, he committed countless hours to management courses and self-study. After all, he'd never held a leadership position before. He knew he had to put in extra work and personal time to learn what he needed to know.

After a year of on-the-job learning, courses and self-study, James came to believe he'd learned everything he needed to know. He decided that instead of focusing on learning, he'd focus on performing. He put the energy he'd been using on study into completing action items and meeting performance targets. James got a lot done.

Unfortunately, he missed an important culture shift in the company. People began to work together in a different way. He was so busy getting things done he didn’t notice the change. Seminars and workshops were held, but he was too focused on performing tasks to get involved.

By his third year in the position, his performance reviews began to show a lack of professional development. His performance record was strong, but his development record wasn't. He watched as colleagues with fewer years of experience got the promotions he wanted.

Many of us are like James. At times, we get so caught up in the day-to-day tasks we forget how important it is to keep growing. Like the company where James works, our world is constantly changing. The only way to keep up is to keep changing ourselves and the best way to do that is by learning.

Are you or other people in your organization being left behind by change? Are you keeping pace with the constant need to learn?

Learning expert and speaker, Eduardo Briceño, says, “The reason we don’t improve is that we tend to spend too much time in the performance area.” He reminds us that success requires us to “alternate between performing and learning.”

Successful leaders view learning as a lifetime commitment. As John C. Maxwell says, “If you’re not moving forward as a learner, you’re moving backward as a leader.”

When we learn new skills and ideas, and then put them into practice, we improve. The learning process helps us identify new strategies, and it also helps us find ways of mastering the skills those strategies require. In so doing, we enhance our performance, not only in our immediate situation, but for the long-term.

It's a balancing act. We need to perform and we need to learn. Here are some tips for keeping yourself and those you lead in balance:

1. Recognize that growth is your responsibility. How many people stagnate because their employer doesn’t insist that they pursue learning opportunities? Successful employers encourage and support growth opportunities for their employees. But successful people also accept responsibility. They take the initiative to grow and are prepared to do whatever they need to in order to keep learning.

2. Develop a growth mindset. Start by believing that no matter your positon, age, or history of successful performance, you can improve. Then remind yourself often.

3. Have a true desire to improve. Growth is a choice. Successful leaders commit themselves to personal growth and encourage everyone they lead to grow as well.

4. Have a learning plan. It's not enough to have the desire to learn; you need a specific plan for your growth. Start by focusing on areas of growth that can help you achieve your personal purpose and the vision of your organization, community or family.

5. Be accountable for carrying out your plan of improvement.

It's not enough to have a plan; you need to be accountable for carrying it out. We all like immediate results and the pull of the need to perform is strong. That's why it's easy to let your learning plan slip. James did and look what happened to him. Partner with a boss, coach or mentor. Ask that person to help you hold yourself accountable for implementing your growth plan.

Call to Action:
1. What is your primary area of focus at the moment: performance or learning?
2. How can you find a balance between learning and performance in your professional and personal life?
3. Do you have a personal growth plan?

“It's what you learn after you know it all that counts.” - John Wooden

 Your friends,
The UpCloseTeam