What Drives Business Executives to Pursue Learning?

Business executives are motivated to learn in order to stay ahead of the competition, stay up-to-date with the latest trends and technologies, and develop the skills needed to be successful in their roles. They may also be motivated to learn in order to gain new insights, develop new strategies, and stay ahead of the competition. Additionally, learning can help business executives stay motivated and engaged in their work, as well as help them develop new skills and knowledge that can help them in their roles.

Business Executives must have the desire to partake in educational activities, training, mentoring, or coaching. This can be attributed to two key motivations. Firstly, a sense of value and necessity in personal development. Secondly, a drive to participate. These two motives can have a significant impact on an executive’s behaviour.

Business Executives Professional Development

Interestingly, over the past 15 months, there has been a marked increase in the organisational drive towards business executives’ professional development. This shift has been further accelerated by the shift to the virtual working environment, which has made a plethora of online educational courses easily accessible. Many organisations are eager to invest in their people by providing training and education to improve performance and employee engagement.

What Motivates Business Executives?

So, when it comes to the higher echelons of business, what motivates business executives? While their motivations may vary, there are two main factors that drive them: reward-centred and responsibility-centred. Reward-centred motivation is driven by the potential for financial reward or recognition, while responsibility-centred motivation is driven by the individual’s sense of purpose and the desire to make a meaningful contribution to their organisation.

Ultimately, each individual will have their own unique motivations, but understanding and considering these two factors can be a helpful starting point to understand and motivate higher-level employees.

Reward Centred

Being driven by rewards is a self-focused pursuit of success. It is the feeling of accomplishment and recognition for commitment, effort, or a long tenure in the company. Becoming the executive is about them, where life gets easier, where the executive can take it easy due to a rite of passage that allows for delegation or abdication.

Conversely…

Responsibility Centred

The executive acknowledges the great responsibility that comes with the job, recognising that it is a burden and that the focus should be on those they lead, not themselves. They are committed to devoting their best efforts, and understanding the effect their decisions may have. They come to work each day striving to be the best they can be, prepared for the difficulties that lie ahead.

Whilst this may depict two starkly different personas of motivation, it should also be recognised that there is a middle ground here, a grey area where you may be neither one nor the other. Where you resonate with both sides, sit in the middle. I’ll let you determine where you sit. You’ll know where and how it impacts your ability as an executive.

The point is the level of commitment to personal education and development, to recognise the potential positive impact that could be gained. Arguably if there is a sense of entitlement in the position, that ‘I’ve made it’ then it is highly likely that education and development might not hold significance for that individual. They may have an organisational-wide focus on education, just not see that they need it.

Peter Drucker, arguably the founder of modern management and leadership, was of the mind that executives need to lead by example. They need to focus on upskilling, to develop themselves in their roles. It is here that the responsibility-focused executive will recognise the need for self-development and determine where they need to expand their knowledge.

The success of executives in their roles is essential for the success of the organisation. By virtue of their position, they have a significant effect across the organisation. This influence and organisation-wide impact is largely determined by the motives of the executive and their competence. Executive roles are a privilege, not a reward, and necessitate a continual commitment to personal advancement, not by preference but by necessity. Being duty-oriented and aware of any skill deficiencies and possibilities for growth are the hallmarks of leading executives.

If you are a business executive looking to invest in yourself why not get in touch for a complimentary executive coaching session?

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