Learning, a genuine priority or simply lip service?

Why Learning Matters More Than Ever

The needs of older Australians and the sector are changing — and so must we if we are to keep pace and lead confidently into the future.  Gone are the days when education ended in our youth and a qualification lasted a lifetime.

What I have seen in our sector, the retirement living sector, is the most effective professionals are those who keep learning, reflecting, and adapting.

A strong learning culture supports:

• Responsiveness to new resident expectations and regulatory requirements
• Confidence in navigating uncertainty and change
• Connection with staff who feel empowered to contribute and grow

A ‘growth mindset’ has been used excessively in management texts for the past decade. The easiest way to demonstrate you have a growth mindset, is through a commitment to learn and develop yourself as a manager and as a leader.

The willingness to stay open, improve systems, and lead with curiosity then becomes one of the strongest drivers of staff retention, and team engagement.

BUT A Learning Culture Starts at the Top

Right now Jacqui Perkins and Cat Matson are cursing under their breath for my use of the word BUT. Hear me out though, its important.

What I am talking about, a learning culture – and not just lip service, needs to start at the top.

This is the only way it can filter through to you and your team at the coal face. Often times, learning is seen as an option or ‘for compliance’.

Don’t you love that email? “Hi there, you need to do this training for compliance purposes…”

True. You do have to do ‘that’ learning module on fire safety, or manual handling, or first aid. A learning culture goes beyond this. My fear is, for many organisations, compliance is where they stop.

Meaning, unless learning is tied to compliance, it often falls off the radar – or is the first victim in the next round of budget cuts.

CHALLENGE YOURSELF: Try to Move from Lip Service to Leadership

To build a true culture of learning, leadership needs to be intentional, visible, and consistent. Start with these practical steps:

• Invest: Budget not just for compliance training, but for professional development, mentoring, and coaching at all levels.
• Lead: Share your own learning. Be seen prioritising training, asking questions, and reflecting out loud. Celebrate growth in others.
• Align: Make learning meaningful by connecting it to the bigger picture — organisational goals, resident outcomes, and core values.
• Support: Create space for learning at the village level — not just in formal training, but in conversations, team huddles, and shared successes. And ensure Head Office staff are learning from the realities of village life, too.

If we want staff to keep learning, adapting, and delivering remarkable service we need to practice what we preach.

When leaders actively model learning — sharing what they’re reading, attending, or reflecting on — it gives staff permission to do the same. And when Head Office listens and learns from what’s happening in the villages, it strengthens the whole organisation.

So, ask yourself:

• What am I learning this month?
• What learning am I sharing with others?
• Who is watching how I prioritise my own learning?

Here is the catch. For Village Professionals at all levels, our ability to grow determines how well we serve.