April 22, 2025 • 22 mins
"Growth is contagious. When you choose to learn and adapt, you give others permission to do the same." Misty Janks, CEO of the Chapman Foundation for Caring Communities, captures the transformative potential of adopting a learner mindset—both for ourselves and the environments we create.
The world isn't standing still. At work, at home, and within ourselves, those who grow, adapt, and learn are typically the ones who thrive. But what does it really mean to have a "learner mindset"? As Misty explains, it's approaching challenges with curiosity and resilience, seeing failures not as setbacks but as stepping stones for progress. When paired with a culture that encourages and rewards growth, we create spaces where innovation flourishes.
Discover how to unlock growth at every level—from personal development to organizational transformation. This conversation dives into five actionable tips for individuals to cultivate a growth mindset and five powerful strategies for leaders to create learning-rich environments. Tune in to explore how intentional growth fuels innovation, performance, and retention. As Misty puts it, "Organizations don't grow. The people inside of it do."
Whether you're looking to transform your personal approach to challenges or create a workplace where growth thrives, remember that change starts with one intentional step. What action will you take today to model a learner mindset? Visit our website to explore how the Caring Workplace program can guide your organization in integrating a culture of learning into what you're already doing.
Read the full blog: https://www.chapmancommunities.org/the-power-of-a-learner-mindset-and-a-culture-of-learning/
https://www.chapmancommunities.org/
https://www.chapmancommunities.org/partner/
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Misty Janks (00:03):
Learning is not a break from work.
It is the work.
Adam Salgat (00:10):
Welcome to Beyond the Class From Knowledge to
Action, the audio cast thathelps Chapman Foundation alumni
continue the journey of applyingthe skills they've built and
turning them into practical,intentional actions for everyday
life.
Bringing them into practical,intentional actions for everyday
life.
I'm your host, adam Salget, andtoday we're exploring something
(00:30):
that has the potential totransform not only the way we
approach challenges, but alsothe environments we create
around us.
Our topic is the power of alearner mindset.
Here's a truth I believe we canall relate to.
The world isn't standing still,whether it's at work, at home or
simply within ourselves.
Those who grow, adapt and learnare typically the ones who
(00:53):
thrive, but it's not always easy, is it?
What if you could take failuresand frustrations and turn them
into stepping stones forprogress?
What if your workplace could gofrom an
oh-hum-same-old-same-old kind offeeling to a space of
innovation and energy?
To help us unpack this, I'mjoined today by Misty Jenks, ceo
(01:15):
of the Chapman Foundation forCaring Communities.
Misty is a thought leader andorganizational psychologist
who's passionate aboutunleashing the power and
potential of individuals andorganizations.
Misty recently wrote a blogtitled the Power of a Learner
Mindset and a Culture ofLearning, and today she's here
to break down how we cancultivate this mindset for
(01:36):
ourselves and foster it in ourworkplaces.
Misty welcome and thank you forbeing here.
Misty Janks (01:42):
Thank you, adam, and hello to everyone listening.
It's an honor to be here.
I truly believe that a learnermindset is one of the most
impactful shifts we can make,not just for our personal growth
, but for our collective success.
I'm excited to share steps andstrategies that can make this
concept actionable for each ofyou.
Adam Salgat (02:01):
So Misty.
Your blog draws this incredibleconnection between a learner
mindset and the environments wecreate.
Before we get into thesepractical steps that you've laid
out, can you explain the mainidea behind adopting a learner
mindset and creating a cultureof learning?
Misty Janks (02:26):
challenges with curiosity and resilience.
It's not just about gainingknowledge, but adapting a
consistent posture of discovery,whether things go right or
wrong.
Pair that with a culturallearning where organizations
encourage and reward growth, andyou've got a recipe for
increased innovation, engagementand performance.
Together, these ideas createenvironments where individuals
and teams don't just survive,but they thrive.
Adam Salgat (02:49):
Misty.
That definitely sounds greatand inspiring, but the question
I think many listeners might behaving at this point in time is
where do I even start?
If someone wants to cultivatethe mindset for themselves, you
know what are the first stepsthat they should take.
Misty Janks (03:03):
Great question, adam.
The good news is, cultivating alearner mindset is something
everyone can do.
I've broken them down into fivesteps.
Let's take a look at the firststep, and that is to adopt a
growth-oriented perspective.
To do this, we reframe failuresas learning opportunities
instead of setbacks.
(03:23):
We reframe failures as learningopportunities instead of
setbacks.
Shifting your self-talk from Ican't do this to I'm still
learning changes the gameentirely.
Adam Salgat (03:31):
I do really like this first one because it
reminds us to stay positive and,as you know me, as you do, I
love positivity.
But I did say to myself I betthis is easier for some people
than others.
So let me ask you which DISCtendencies might thrive in this
and which might struggle.
Say to myself I bet this iseasier for some people than
others.
So let me ask you which DISCtendencies might thrive in this
and which might struggle.
Misty Janks (03:50):
That's a great reflection back onto some of our
skills that we learned in ourcommunity listens.
And so if we think back tothose primary behavioral
tendencies of the D, the I, theS and the C and think about what
drives them, so first for our Dbehavioral tendency friends,
they thrive on personalchallenges, so this one might
(04:12):
come pretty easy for thosebehavioral tendencies.
They like to always have thatcontinuous improvement in front
of them.
And then from there, if wetransition to our I behavioral
tendency friends, from there, ifwe transition to our I
behavioral tendency friends thatreally are those influencers
and focus on people before task,if we can kind of frame that
learning through, what can welearn together?
(04:33):
How can this be an experiencefor us?
They can really embrace thismindset.
And now, as we switch into our Sand our C behavioral tendencies
, this might be where some ofthe challenge comes in.
But it is about a mindset shift.
So our S and our steadinessbehavioral tendency friends do
(04:53):
like tradition and harmony.
So maybe this might not be theplace that they thrive, but they
can.
And it is just about what isthat one single step right now
in front of me that I can taketo become a little bit better to
improve that experience.
And then, finally, with our Cbehavioral tendency, their need
(05:15):
is for perfection.
So this is where they can kindof get tripped up If they're
seeing this as a way I'm notperfect instead of a way that I
can be perfect or better in thefuture.
That minor shift in mindset canhelp them with this.
Adam Salgat (05:31):
I love those reminders of how certain
behavioral tendencies it's goingto be more natural to do some
of these things and other onesmight be a mindset change.
And so if you hear that, my S&Cfriends, you know, don't take
it personal.
Do your best to adapt mistakesinto a growing opportunity and
give yourself grace.
Okay, misty, let's move on tonumber two and number three,
(05:54):
which I think go hand in hand alittle bit.
Misty Janks (05:56):
Yes.
Number two is to seek and acton feedback.
So, with this, don't fearfeedback.
See it as a tool for growth.
You need to actively ask peers,mentors or leaders to share
their perspective and focus onhow you can make small
improvements.
Number three is to develop ahabit of curiosity.
(06:18):
Start by asking good questionsInstead of assuming you already
know.
Seek out different viewpoints,read daily no-transcript.
Adam Salgat (06:30):
So do you have an example of a time when either
one of these mindsets issomething that you've seen
utilized?
Misty Janks (06:37):
Yes, I love both of these.
But if we were to look at, toseek and act on feedback like we
can easily think about thisfrom an individual lens of how
can I ask my leader, how can Iask my peer when I've done
something new for the first time, of hey, after this experience,
can you please provide mefeedback?
(06:57):
I would really appreciate it.
But I also want to take thisfrom a leader lens.
The one thing that you can doas a leader is to ensure that
you have embedded a continuousimprovement process into
everything that you do.
So the model that we use isPDCA, which is plan, do, check,
adjust.
So at the close of any project,we ensure that we take time to
(07:22):
evaluate what went right, butmaybe what could we also improve
on.
So just ensuring that you'veidentified the framework that
you're going to use and where inthe process do you embed that?
Adam Salgat (07:34):
So when you're talking about looking at that
feedback, then it's really agreat opportunity to make change
, make things better, improvemaybe a process that went well
but could go even smoother.
Misty Janks (07:45):
Yes, I mean.
We're all doing many things forthe very first time.
So to think through that lensof how can I make this better,
easier, quicker, more efficientin the future is a great thing
to embed into all processes.
Adam Salgat (08:02):
All right, Misty, let's move on to four and five.
Misty Janks (08:05):
All right, adam.
Let's look at number four,which is to take calculated risk
.
Growth really happens outsideof our comfort zones, so it's
important for us to try newapproaches, even if they feel
uncertain, and to use setbacksas stepping stones for learning.
And then number five is tocommit to lifelong learning.
This isn't just a one and doneeffort.
(08:26):
Make it a habit to set growthgoals, invest in formal
education, join professionaldevelopment groups or engage in
mentorship opportunities.
Adam Salgat (08:37):
If you don't mind sharing with us some personal
stories, because these two tipsremind me of you a bit.
I know you're a lifelonglearner and I know you've been
working on a doctorate over thelast year.
Can you share a little bitabout your experience in
education?
Misty Janks (08:50):
Yes, I would love to.
It was always my dream, aftergraduating with my bachelor's,
to go on and get my master's.
It felt a little bit out ofreach for me, and that's why I
decided to go back in my 30s andget that degree.
So in 2020, right in theheightened state of COVID I
(09:11):
decided why not?
Let's take on an additionalchallenge and I went to get my
master's.
And so with that, I got mymaster's in industrial and
organizational psychology, and Ijust really fell in love with
the program and how it aligns tothe work that we do here at the
Chapman Foundation.
Now, that was a lot.
(09:32):
And so afterwards I thought, ohno, I'm not going back.
That is where that has been mydream and where I want to stay.
But after taking a year off, Idid decide to go back and get my
doctorate, and so I'm happy tosay that I've just wrapped up
all of my coursework and I'm nowI am moving on to the
dissertation part of my work.
(09:54):
So in just over a year, I willbe graduating from that program.
Adam Salgat (09:59):
I don't think I caught it in there.
Did you state exactly like whatyour doctorate is for?
Misty Janks (10:04):
It will be a doctor of psychology in human and
organizational behavior, with afocus in on organizational
leadership.
Adam Salgat (10:11):
Well, thank you, misty, so much for setting such
an example for us as anorganization to know that
lifelong learning.
You know, no matter where we'reat in our stage of life, we can
always learn something new andI commend you for the hard work
that you've put in, because Iknow it's a lot of extra well, I
know it's a lot of time outsideof your work hours to do that.
Misty Janks (10:30):
And I think the one piece of advice that I was
given really early on in mycareer that I would like to
share with listeners is time isgoing to pass, no matter what.
So what is the one step thatyou want to take?
To continue to grow yourself,because you'll never regret that
investment.
Adam Salgat (10:50):
That's a good point .
It's a good reminder.
So let's recap the five stepsto develop a learner mindset as
an individual, adopt agrowth-oriented perspective,
seek and act on feedback,develop a habit of curiosity,
take calculated risks and committo lifelong learning.
Misty Janks (11:11):
Thanks for recapping those, adam.
The beauty is that each stepbuilds on the last and small,
consistent effort createsmassive changes over time.
Adam Salgat (11:21):
So, as I mentioned there, that's the helpful advice
for individuals.
But your blog doesn't stopthere.
You also highlight how leadersand organizations can support
these efforts by building whatyou call a culture of learning.
Do you mind defining culture oflearning for us?
Misty Janks (11:40):
Of course, a culture of learning is an
organizational environment thathas continuous development,
curiosity and knowledge sharing.
They are actively encouraged,supported and rewarded at all
levels.
It is driven by leadershipbehaviors that model learning,
promote psychological safety andalign learning with both
(12:00):
individual growth andorganizational goals.
Adam Salgat (12:04):
You mentioned in there model learning, and I know
that is our first example thatyou're going to bring up, so
let's jump right to number one.
Yes, number one is to lead byexample.
Misty Janks (12:12):
Let's jump right to number one.
Yes, number one is to lead byexample.
Leaders need to show that theyare learners too, sharing their
own learning journeys, admittingtheir mistakes and
demonstrating and acknowledgingtheir growth.
It sets the tone for their team.
Adam Salgat (12:27):
This reminds me a lot of our statement from our
community listens.
I am the message that you havethe opportunity there to really
show who you are and set theexample, like you made mention
here.
Set the example for everyone onyour team.
Misty Janks (12:42):
Yes, it is important to always remember
that we are the message and itis critical for us as leaders to
adopt that into our leadership.
So, moving on to number two andnumber three, Number two is to
encourage knowledge sharing,where we can create platforms
for exchange, like team memberworkshops or mentorship programs
(13:03):
, where we recognize and rewardteam members who contribute to
the collective learning process.
Number three is to integratelearning into daily work, where
we embed learning into regularworkflows, with short training
sessions maybe lunch and learnsfor collaborative projects and
coaching opportunities,providing access to e-learning
(13:25):
platforms, books and otherresources that might be
available.
Adam Salgat (13:29):
When I reflect on those two statements, I think
about the things that we haveaccess to as employees for the
Chapman Foundation, and youmentioned lunch and learns.
That is something that weimplement monthly.
We also have the opportunity toutilize professional
development dollars.
Can you touch on that a littlebit and why you find that's
important?
Misty Janks (13:48):
Yes, as leaders, we can say that this learner
mindset is important, but if wedon't back that with
organizational structures andresources, it'll fall short for
our team.
So it's important for us, asleaders, to designate dollars
that can help support us andevery single team member in
(14:08):
their growth and development.
Adam Salgat (14:11):
All right, so moving forward, let's move into
number four and number five.
Misty Janks (14:15):
Yes.
Number four is to providepsychological safety, and this
is to foster an environmentwhere people feel comfortable
asking questions, sharing ideasand even making mistakes.
This openness lays thefoundation for true innovation.
Number five is to alignlearning with organizational
goals, To make sure learninginitiatives are tied to a clear
(14:39):
objective that shows measurableimpact.
When people can see how theirgrowth contributes to the bigger
picture, it motivates them tokeep pushing forward.
Adam Salgat (14:49):
I'm definitely that type of personality that knows
when my work is contributing toa bigger picture.
I have that extra oomph, thatmotivation to meet more
deadlines and to produce morecontent.
So I actually would love toexpand a little bit on number
five.
So, align learning withorganizational goals.
Can you continue to talk aboutthat a little bit?
(15:11):
But I'm going to set you upwith a couple of questions,
because that must take someintentional time and planning
from leadership to do that.
Why is it worth it and what canhappen if you don't take that
time?
Misty Janks (15:23):
So the truth is, adam, that organizations don't
grow.
The people inside of it do so.
With this, what we're doing iswe're taking that intentional
time to map where do we want totake the organization this year
maybe, or the next three years?
And once you have that visionand picture, then you can take
time to step back and reflectand assess what skills and
(15:47):
abilities do I have on my teamand what might I be missing to
get us there?
And then, who are we growing inthose areas to ensure that we
have the knowledge, the skillsand the abilities on our team to
hit those goals?
So it is a critical step asleaders to be intentional with
(16:09):
this planning and reflection,and not only then does it help
our organization, but it helpsour team members have that
meaningful work, to know thattheir growth does matter to the
organization and where we'regoing in the future.
Adam Salgat (16:25):
Can you touch on how that is different from,
maybe, traditional practices?
Misty Janks (16:29):
Yes, what I have seen in the past is a heavy
focus just on the organizationwhen do we want to be, how do we
want to grow but we don't takethe time to consider the people,
that human element that reallyis the motor to what we do.
(16:50):
So taking it that step furtheris what really ignites the
potential of people.
Adam Salgat (16:58):
That's awesome, and that's the same kind of
sentiment that I've heard MrChapman explain over the years
of how he has seen hisbusinesses grow, when he started
to focus around the people andnot so much the product but,
truthfully, that the product isthe people that he's working
with.
Misty Janks (17:12):
Exactly.
You have to have a very strongbusiness plan, but it's how you
ignite people inside of it thatreally unlocks the true
potential.
Adam Salgat (17:22):
Misty, thank you so much for taking us through
those five steps.
Let's do a quick recap ofbuilding a culture of learning.
So, tip number one lead byexample.
Number two encourage knowledgesharing.
Number three integrate learninginto daily work.
Four provide psychologicalsafety.
And five align learning withorganizational goals.
(17:46):
Misty, what would you say toleaders who might still see
formal learning as a nice tohave rather than a key driver of
performance?
Misty Janks (17:58):
In today's fast-paced, ever-changing
environment, standing still isthe fastest way to fall behind.
Formal learning is not just abenefit, it's a strategic
imperative.
Organizations that thrive arethose that intentionally invest
in growing their people.
Why?
Because team member developmentis directly tied to performance
(18:19):
, innovation, retention andlong-term sustainability.
Learning is not a break fromwork.
It is the work.
When you create spaces forstructured, high-quality
learning experiences, you areequipping your team to solve
problems faster, adapt morequickly, collaborate more
effectively and lead moreconfidently.
(18:41):
You are building a resilientorganization capable of
navigating complexity withagility.
If performance matters and Iknow it does then learning must
matter too.
It is no longer a luxury.
It is the engine that powersprogress.
Adam Salgat (18:59):
Really love that statement.
Thank you so much, man.
We have covered a lot today,and I'm thankful for having you
here, From developing a learnermindset to creating cultures
that thrive on growth.
If you could leave ourlisteners with a single key
takeaway, what would it be?
Misty Janks (19:15):
Growth is contagious.
When you choose to learn andadapt, you give others
permission to do the same.
As a leader, your mindset setsthe tone.
Every time you seek feedback,try something new or engage in
learning, you model what itmeans to grow with purpose.
Change does not require amassive overhaul.
It starts with one intentionalstep.
(19:36):
So ask yourself what is the oneaction you can take from today
to model a learner mindset.
Read a new perspective, ask ateam member what they're
learning, share a recent mistakeand what it taught you, Because
when you lead with learning,you create a ripple effect, and
those ripples can transform aculture.
Adam Salgat (19:56):
Listeners, I'm going to give you a level up
opportunity here and I'm goingto challenge you for level up
opportunity here and I'm goingto challenge you for the next
week.
Identify one step from today'sconversation, whether it's
asking for feedback, fosteringcuriosity, taking a risk.
Put it into action and see whathappens.
Misty, if we have a listenerout there who wants to know more
, wants to connect with us,what's the best way for them to
(20:17):
do that?
Misty Janks (20:18):
The first step I would say is to go visit our
website and visit that partnerpage.
We have a lot of great optionsout there how you can engage
with us and that partner pagegives you that overview.
I will say, if you areinterested and want to take like
that big next step, we have ourCaring Workplace program and
(20:38):
one of the five pillars of aCaring Workplace is a culture of
learning.
So we can be your guide to helpyou integrate that into what
you're already doing.
Adam Salgat (20:50):
That is such a great way and a great reminder,
and I know I've heard from ourCaring Workplace partners that
they are very excited at how weare able to walk along with them
.
As you just stated, come in andwork with you on what you're
already doing, right.
Misty Janks (21:05):
Yes, a lot of organizations can't afford to
have an organizationalpsychologist on staff.
So working with us, you get thebenefit of all of the knowledge
that our team has to be able tohelp you, and it's that true
partnership for growth.
Adam Salgat (21:22):
Misty, I'd like to thank you so much for being on
today's audio cast.
Misty Janks (21:26):
Thank you so much for having me today, Adam.
Adam Salgat (21:29):
Thank you everyone for tuning in to Beyond the
Class.
If our discussion resonatedwith you, share it with a
colleague or a friend.
Ask them to remember tosubscribe.
And until next time, I'm AdamSluggett, inviting you to walk
your path with intention,because you are the message.
Take care, my friends.
Learning is not a break from work.
It is the work.
Adam Salgat (00:10):
Welcome to Beyond the Class From Knowledge to
Action, the audio cast thathelps Chapman Foundation alumni
continue the journey of applyingthe skills they've built and
turning them into practical,intentional actions for everyday
life.
Bringing them into practical,intentional actions for everyday
life.
I'm your host, adam Salget, andtoday we're exploring something
(00:30):
that has the potential totransform not only the way we
approach challenges, but alsothe environments we create
around us.
Our topic is the power of alearner mindset.
Here's a truth I believe we canall relate to.
The world isn't standing still,whether it's at work, at home or
simply within ourselves.
Those who grow, adapt and learnare typically the ones who
(00:53):
thrive, but it's not always easy, is it?
What if you could take failuresand frustrations and turn them
into stepping stones forprogress?
What if your workplace could gofrom an
oh-hum-same-old-same-old kind offeeling to a space of
innovation and energy?
To help us unpack this, I'mjoined today by Misty Jenks, ceo
(01:15):
of the Chapman Foundation forCaring Communities.
Misty is a thought leader andorganizational psychologist
who's passionate aboutunleashing the power and
potential of individuals andorganizations.
Misty recently wrote a blogtitled the Power of a Learner
Mindset and a Culture ofLearning, and today she's here
to break down how we cancultivate this mindset for
(01:36):
ourselves and foster it in ourworkplaces.
Misty welcome and thank you forbeing here.
Misty Janks (01:42):
Thank you, adam, and hello to everyone listening.
It's an honor to be here.
I truly believe that a learnermindset is one of the most
impactful shifts we can make,not just for our personal growth
, but for our collective success.
I'm excited to share steps andstrategies that can make this
concept actionable for each ofyou.
Adam Salgat (02:01):
So Misty.
Your blog draws this incredibleconnection between a learner
mindset and the environments wecreate.
Before we get into thesepractical steps that you've laid
out, can you explain the mainidea behind adopting a learner
mindset and creating a cultureof learning?
Misty Janks (02:26):
challenges with curiosity and resilience.
It's not just about gainingknowledge, but adapting a
consistent posture of discovery,whether things go right or
wrong.
Pair that with a culturallearning where organizations
encourage and reward growth, andyou've got a recipe for
increased innovation, engagementand performance.
Together, these ideas createenvironments where individuals
and teams don't just survive,but they thrive.
Adam Salgat (02:49):
Misty.
That definitely sounds greatand inspiring, but the question
I think many listeners might behaving at this point in time is
where do I even start?
If someone wants to cultivatethe mindset for themselves, you
know what are the first stepsthat they should take.
Misty Janks (03:03):
Great question, adam.
The good news is, cultivating alearner mindset is something
everyone can do.
I've broken them down into fivesteps.
Let's take a look at the firststep, and that is to adopt a
growth-oriented perspective.
To do this, we reframe failuresas learning opportunities
instead of setbacks.
(03:23):
We reframe failures as learningopportunities instead of
setbacks.
Shifting your self-talk from Ican't do this to I'm still
learning changes the gameentirely.
Adam Salgat (03:31):
I do really like this first one because it
reminds us to stay positive and,as you know me, as you do, I
love positivity.
But I did say to myself I betthis is easier for some people
than others.
So let me ask you which DISCtendencies might thrive in this
and which might struggle.
Say to myself I bet this iseasier for some people than
others.
So let me ask you which DISCtendencies might thrive in this
and which might struggle.
Misty Janks (03:50):
That's a great reflection back onto some of our
skills that we learned in ourcommunity listens.
And so if we think back tothose primary behavioral
tendencies of the D, the I, theS and the C and think about what
drives them, so first for our Dbehavioral tendency friends,
they thrive on personalchallenges, so this one might
(04:12):
come pretty easy for thosebehavioral tendencies.
They like to always have thatcontinuous improvement in front
of them.
And then from there, if wetransition to our I behavioral
tendency friends, from there, ifwe transition to our I
behavioral tendency friends thatreally are those influencers
and focus on people before task,if we can kind of frame that
learning through, what can welearn together?
(04:33):
How can this be an experiencefor us?
They can really embrace thismindset.
And now, as we switch into our Sand our C behavioral tendencies
, this might be where some ofthe challenge comes in.
But it is about a mindset shift.
So our S and our steadinessbehavioral tendency friends do
(04:53):
like tradition and harmony.
So maybe this might not be theplace that they thrive, but they
can.
And it is just about what isthat one single step right now
in front of me that I can taketo become a little bit better to
improve that experience.
And then, finally, with our Cbehavioral tendency, their need
(05:15):
is for perfection.
So this is where they can kindof get tripped up If they're
seeing this as a way I'm notperfect instead of a way that I
can be perfect or better in thefuture.
That minor shift in mindset canhelp them with this.
Adam Salgat (05:31):
I love those reminders of how certain
behavioral tendencies it's goingto be more natural to do some
of these things and other onesmight be a mindset change.
And so if you hear that, my S&Cfriends, you know, don't take
it personal.
Do your best to adapt mistakesinto a growing opportunity and
give yourself grace.
Okay, misty, let's move on tonumber two and number three,
(05:54):
which I think go hand in hand alittle bit.
Misty Janks (05:56):
Yes.
Number two is to seek and acton feedback.
So, with this, don't fearfeedback.
See it as a tool for growth.
You need to actively ask peers,mentors or leaders to share
their perspective and focus onhow you can make small
improvements.
Number three is to develop ahabit of curiosity.
(06:18):
Start by asking good questionsInstead of assuming you already
know.
Seek out different viewpoints,read daily no-transcript.
Adam Salgat (06:30):
So do you have an example of a time when either
one of these mindsets issomething that you've seen
utilized?
Misty Janks (06:37):
Yes, I love both of these.
But if we were to look at, toseek and act on feedback like we
can easily think about thisfrom an individual lens of how
can I ask my leader, how can Iask my peer when I've done
something new for the first time, of hey, after this experience,
can you please provide mefeedback?
(06:57):
I would really appreciate it.
But I also want to take thisfrom a leader lens.
The one thing that you can doas a leader is to ensure that
you have embedded a continuousimprovement process into
everything that you do.
So the model that we use isPDCA, which is plan, do, check,
adjust.
So at the close of any project,we ensure that we take time to
(07:22):
evaluate what went right, butmaybe what could we also improve
on.
So just ensuring that you'veidentified the framework that
you're going to use and where inthe process do you embed that?
Adam Salgat (07:34):
So when you're talking about looking at that
feedback, then it's really agreat opportunity to make change
, make things better, improvemaybe a process that went well
but could go even smoother.
Misty Janks (07:45):
Yes, I mean.
We're all doing many things forthe very first time.
So to think through that lensof how can I make this better,
easier, quicker, more efficientin the future is a great thing
to embed into all processes.
Adam Salgat (08:02):
All right, Misty, let's move on to four and five.
Misty Janks (08:05):
All right, adam.
Let's look at number four,which is to take calculated risk
.
Growth really happens outsideof our comfort zones, so it's
important for us to try newapproaches, even if they feel
uncertain, and to use setbacksas stepping stones for learning.
And then number five is tocommit to lifelong learning.
This isn't just a one and doneeffort.
(08:26):
Make it a habit to set growthgoals, invest in formal
education, join professionaldevelopment groups or engage in
mentorship opportunities.
Adam Salgat (08:37):
If you don't mind sharing with us some personal
stories, because these two tipsremind me of you a bit.
I know you're a lifelonglearner and I know you've been
working on a doctorate over thelast year.
Can you share a little bitabout your experience in
education?
Misty Janks (08:50):
Yes, I would love to.
It was always my dream, aftergraduating with my bachelor's,
to go on and get my master's.
It felt a little bit out ofreach for me, and that's why I
decided to go back in my 30s andget that degree.
So in 2020, right in theheightened state of COVID I
(09:11):
decided why not?
Let's take on an additionalchallenge and I went to get my
master's.
And so with that, I got mymaster's in industrial and
organizational psychology, and Ijust really fell in love with
the program and how it aligns tothe work that we do here at the
Chapman Foundation.
Now, that was a lot.
(09:32):
And so afterwards I thought, ohno, I'm not going back.
That is where that has been mydream and where I want to stay.
But after taking a year off, Idid decide to go back and get my
doctorate, and so I'm happy tosay that I've just wrapped up
all of my coursework and I'm nowI am moving on to the
dissertation part of my work.
(09:54):
So in just over a year, I willbe graduating from that program.
Adam Salgat (09:59):
I don't think I caught it in there.
Did you state exactly like whatyour doctorate is for?
Misty Janks (10:04):
It will be a doctor of psychology in human and
organizational behavior, with afocus in on organizational
leadership.
Adam Salgat (10:11):
Well, thank you, misty, so much for setting such
an example for us as anorganization to know that
lifelong learning.
You know, no matter where we'reat in our stage of life, we can
always learn something new andI commend you for the hard work
that you've put in, because Iknow it's a lot of extra well, I
know it's a lot of time outsideof your work hours to do that.
Misty Janks (10:30):
And I think the one piece of advice that I was
given really early on in mycareer that I would like to
share with listeners is time isgoing to pass, no matter what.
So what is the one step thatyou want to take?
To continue to grow yourself,because you'll never regret that
investment.
Adam Salgat (10:50):
That's a good point .
It's a good reminder.
So let's recap the five stepsto develop a learner mindset as
an individual, adopt agrowth-oriented perspective,
seek and act on feedback,develop a habit of curiosity,
take calculated risks and committo lifelong learning.
Misty Janks (11:11):
Thanks for recapping those, adam.
The beauty is that each stepbuilds on the last and small,
consistent effort createsmassive changes over time.
Adam Salgat (11:21):
So, as I mentioned there, that's the helpful advice
for individuals.
But your blog doesn't stopthere.
You also highlight how leadersand organizations can support
these efforts by building whatyou call a culture of learning.
Do you mind defining culture oflearning for us?
Misty Janks (11:40):
Of course, a culture of learning is an
organizational environment thathas continuous development,
curiosity and knowledge sharing.
They are actively encouraged,supported and rewarded at all
levels.
It is driven by leadershipbehaviors that model learning,
promote psychological safety andalign learning with both
(12:00):
individual growth andorganizational goals.
Adam Salgat (12:04):
You mentioned in there model learning, and I know
that is our first example thatyou're going to bring up, so
let's jump right to number one.
Yes, number one is to lead byexample.
Misty Janks (12:12):
Let's jump right to number one.
Yes, number one is to lead byexample.
Leaders need to show that theyare learners too, sharing their
own learning journeys, admittingtheir mistakes and
demonstrating and acknowledgingtheir growth.
It sets the tone for their team.
Adam Salgat (12:27):
This reminds me a lot of our statement from our
community listens.
I am the message that you havethe opportunity there to really
show who you are and set theexample, like you made mention
here.
Set the example for everyone onyour team.
Misty Janks (12:42):
Yes, it is important to always remember
that we are the message and itis critical for us as leaders to
adopt that into our leadership.
So, moving on to number two andnumber three, Number two is to
encourage knowledge sharing,where we can create platforms
for exchange, like team memberworkshops or mentorship programs
(13:03):
, where we recognize and rewardteam members who contribute to
the collective learning process.
Number three is to integratelearning into daily work, where
we embed learning into regularworkflows, with short training
sessions maybe lunch and learnsfor collaborative projects and
coaching opportunities,providing access to e-learning
(13:25):
platforms, books and otherresources that might be
available.
Adam Salgat (13:29):
When I reflect on those two statements, I think
about the things that we haveaccess to as employees for the
Chapman Foundation, and youmentioned lunch and learns.
That is something that weimplement monthly.
We also have the opportunity toutilize professional
development dollars.
Can you touch on that a littlebit and why you find that's
important?
Misty Janks (13:48):
Yes, as leaders, we can say that this learner
mindset is important, but if wedon't back that with
organizational structures andresources, it'll fall short for
our team.
So it's important for us, asleaders, to designate dollars
that can help support us andevery single team member in
(14:08):
their growth and development.
Adam Salgat (14:11):
All right, so moving forward, let's move into
number four and number five.
Misty Janks (14:15):
Yes.
Number four is to providepsychological safety, and this
is to foster an environmentwhere people feel comfortable
asking questions, sharing ideasand even making mistakes.
This openness lays thefoundation for true innovation.
Number five is to alignlearning with organizational
goals, To make sure learninginitiatives are tied to a clear
(14:39):
objective that shows measurableimpact.
When people can see how theirgrowth contributes to the bigger
picture, it motivates them tokeep pushing forward.
Adam Salgat (14:49):
I'm definitely that type of personality that knows
when my work is contributing toa bigger picture.
I have that extra oomph, thatmotivation to meet more
deadlines and to produce morecontent.
So I actually would love toexpand a little bit on number
five.
So, align learning withorganizational goals.
Can you continue to talk aboutthat a little bit?
(15:11):
But I'm going to set you upwith a couple of questions,
because that must take someintentional time and planning
from leadership to do that.
Why is it worth it and what canhappen if you don't take that
time?
Misty Janks (15:23):
So the truth is, adam, that organizations don't
grow.
The people inside of it do so.
With this, what we're doing iswe're taking that intentional
time to map where do we want totake the organization this year
maybe, or the next three years?
And once you have that visionand picture, then you can take
time to step back and reflectand assess what skills and
(15:47):
abilities do I have on my teamand what might I be missing to
get us there?
And then, who are we growing inthose areas to ensure that we
have the knowledge, the skillsand the abilities on our team to
hit those goals?
So it is a critical step asleaders to be intentional with
(16:09):
this planning and reflection,and not only then does it help
our organization, but it helpsour team members have that
meaningful work, to know thattheir growth does matter to the
organization and where we'regoing in the future.
Adam Salgat (16:25):
Can you touch on how that is different from,
maybe, traditional practices?
Misty Janks (16:29):
Yes, what I have seen in the past is a heavy
focus just on the organizationwhen do we want to be, how do we
want to grow but we don't takethe time to consider the people,
that human element that reallyis the motor to what we do.
(16:50):
So taking it that step furtheris what really ignites the
potential of people.
Adam Salgat (16:58):
That's awesome, and that's the same kind of
sentiment that I've heard MrChapman explain over the years
of how he has seen hisbusinesses grow, when he started
to focus around the people andnot so much the product but,
truthfully, that the product isthe people that he's working
with.
Misty Janks (17:12):
Exactly.
You have to have a very strongbusiness plan, but it's how you
ignite people inside of it thatreally unlocks the true
potential.
Adam Salgat (17:22):
Misty, thank you so much for taking us through
those five steps.
Let's do a quick recap ofbuilding a culture of learning.
So, tip number one lead byexample.
Number two encourage knowledgesharing.
Number three integrate learninginto daily work.
Four provide psychologicalsafety.
And five align learning withorganizational goals.
(17:46):
Misty, what would you say toleaders who might still see
formal learning as a nice tohave rather than a key driver of
performance?
Misty Janks (17:58):
In today's fast-paced, ever-changing
environment, standing still isthe fastest way to fall behind.
Formal learning is not just abenefit, it's a strategic
imperative.
Organizations that thrive arethose that intentionally invest
in growing their people.
Why?
Because team member developmentis directly tied to performance
(18:19):
, innovation, retention andlong-term sustainability.
Learning is not a break fromwork.
It is the work.
When you create spaces forstructured, high-quality
learning experiences, you areequipping your team to solve
problems faster, adapt morequickly, collaborate more
effectively and lead moreconfidently.
(18:41):
You are building a resilientorganization capable of
navigating complexity withagility.
If performance matters and Iknow it does then learning must
matter too.
It is no longer a luxury.
It is the engine that powersprogress.
Adam Salgat (18:59):
Really love that statement.
Thank you so much, man.
We have covered a lot today,and I'm thankful for having you
here, From developing a learnermindset to creating cultures
that thrive on growth.
If you could leave ourlisteners with a single key
takeaway, what would it be?
Misty Janks (19:15):
Growth is contagious.
When you choose to learn andadapt, you give others
permission to do the same.
As a leader, your mindset setsthe tone.
Every time you seek feedback,try something new or engage in
learning, you model what itmeans to grow with purpose.
Change does not require amassive overhaul.
It starts with one intentionalstep.
(19:36):
So ask yourself what is the oneaction you can take from today
to model a learner mindset.
Read a new perspective, ask ateam member what they're
learning, share a recent mistakeand what it taught you, Because
when you lead with learning,you create a ripple effect, and
those ripples can transform aculture.
Adam Salgat (19:56):
Listeners, I'm going to give you a level up
opportunity here and I'm goingto challenge you for level up
opportunity here and I'm goingto challenge you for the next
week.
Identify one step from today'sconversation, whether it's
asking for feedback, fosteringcuriosity, taking a risk.
Put it into action and see whathappens.
Misty, if we have a listenerout there who wants to know more
, wants to connect with us,what's the best way for them to
(20:17):
do that?
Misty Janks (20:18):
The first step I would say is to go visit our
website and visit that partnerpage.
We have a lot of great optionsout there how you can engage
with us and that partner pagegives you that overview.
I will say, if you areinterested and want to take like
that big next step, we have ourCaring Workplace program and
(20:38):
one of the five pillars of aCaring Workplace is a culture of
learning.
So we can be your guide to helpyou integrate that into what
you're already doing.
Adam Salgat (20:50):
That is such a great way and a great reminder,
and I know I've heard from ourCaring Workplace partners that
they are very excited at how weare able to walk along with them
.
As you just stated, come in andwork with you on what you're
already doing, right.
Misty Janks (21:05):
Yes, a lot of organizations can't afford to
have an organizationalpsychologist on staff.
So working with us, you get thebenefit of all of the knowledge
that our team has to be able tohelp you, and it's that true
partnership for growth.
Adam Salgat (21:22):
Misty, I'd like to thank you so much for being on
today's audio cast.
Misty Janks (21:26):
Thank you so much for having me today, Adam.
Adam Salgat (21:29):
Thank you everyone for tuning in to Beyond the
Class.
If our discussion resonatedwith you, share it with a
colleague or a friend.
Ask them to remember tosubscribe.
And until next time, I'm AdamSluggett, inviting you to walk
your path with intention,because you are the message.
Take care, my friends.
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