How to Build and Sustain a Stake-Holder Centric Learning Culture

As business leaders, we recognize that conflicting interests between our stakeholders -- employees, customers, investors, regulators - can make it difficult to create a culture that is transparent, willing to learn from mistakes, and the need to continuously improve. But this doesn’t mean it’s impossible.
To create a culture that is truly built to succeed in today’s volatile, uncertain, complex, and ambiguous business environment, we must develop leaders who put people first and genuinely understand the value of building a culture based on collaboration, resilience, and dialogue (which leads to learning). Peter Senge wrote in The Fifth Discipline about the heart of change being dialogue which creates “shared meaning, flowing through a group.” Similarly, my work with organizational leaders has identified a significant gap in the way we think about translating our strategies into effective execution - once again, the primary culprit is the lack of effective dialogue. Only through the exchange of ideas, not simply through the delivery of them, will organizations be able to cultivate a willingness for learning, the application of that learning to future experiences, and ultimately move from individual vision to shared vision and aligned action.
The value of dialogue, however, should not be limited to collaboration and relationship-building within an organization. In the growing field of stakeholder capitalism - an expansion on the notion of shareholder capitalism promulgated by Milton Friedman in the early 1970s - leaders are discovering the importance of understanding and serving the needs of the many different types of stakeholders - many outside of their organization - who find value in their relationships with their enterprise. Complicating these relationships is the reality that the needs and interests of different stakeholders often prove conflicting, sometimes in ways that seem impossible to resolve. Therefore, leaders must develop strategies for managing these opposing interests and viewing them not as obstacles to performance, but rather, as opportunities to better learn how to deliver the greatest possible value to all stakeholders now and well into the future.
During this discussion, we will focus on.
• The value of learning as an organization.
• How to build and sustain a culture that embraces learning from experience.
• How adopting a stakeholder capitalism mindset can improve relationships and performance.
• How a stakeholder approach to leadership can prepare an organization for success in good times and bad
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