“I went out thinking it’d be dry—and didn’t bring a coat. I learned the hard way.”
Thembi Watt laughed as she said it, but that small story captured the essence of the hour that followed. Learning isn’t tidy. It rarely happens in workshops or handbooks; it happens when we’re caught off-guard, reflecting in hindsight, still shivering from the metaphorical rain.
Hosted by Civil Service College’s Deborah Adebola for Black History Month 2025, this In Conversation with Thembi explored what it means to learn with power and lead with pride. From feedback to self-awareness, curiosity to courage, the conversation traced how learning can shape leadership — and how identity informs both.
As the chat filled with reflections, one question lingered:
How do we keep learning — not just new skills, but who we are as leaders?
Why Leadership in a Learning World Matters
In a world obsessed with technical know-how, Thembi and Deborah reminded us of something simpler — that leadership starts with self-awareness.
They unpacked the 70:20:10 model of learning: 70% through experience, 20% through social interaction, and only 10% through formal training. Most of our growth, they noted, happens in the messy, unstructured spaces — in feedback conversations, mistakes, and quiet moments of reflection.
“Be okay saying, ‘I don’t know,’” Thembi said. “That’s where the learning starts.”
For public sector leaders, that humility matters. Policies shift, tools change, and teams evolve — yet the willingness to keep learning is what grounds effective leadership.
Learning isn’t just a skillset; it’s a stance. And as one participant put it:
“Learning needs to become an everyday habit, not an annual event.”
The New Realities: Curiosity Over Control
Thembi shared an admission that drew knowing smiles:
“I’ve got Google Maps—and I still get lost.”
It was funny, but it also made a point: knowing more isn’t the same as learning deeply. Curiosity now trumps control. Leaders can’t possibly know everything, but they can model curiosity — and that, in turn, builds trust.
Through frameworks like the Johari Window, Thembi and Deborah explored the role of self-awareness in learning. Feedback, they said, isn’t about correction but expansion — a way to see ourselves through others’ eyes.
“Feedback isn’t a verdict,” Thembi noted. “It’s a mirror.”
In that mirror lies growth. Leaders who can look honestly — and invite others to do the same — create teams where curiosity becomes contagious.
Agile Leadership: Adapting with Purpose
When asked how to make learning more intentional, Thembi shared a deceptively simple ritual.
“Every Monday, I look at my diary — what’s coming up, what can I learn from? Every Friday, I take half an hour to reflect — what did I actually learn?”
That rhythm turns work into a classroom and reflection into habit.
Throughout the session, four principles of agile leadership stood out:
- Communication — Real learning begins in honest dialogue, not polished statements.
- Empathy — Understanding others’ experiences builds psychological safety.
- Continuous Learning — Even small acts, like reading an agenda, are moments of growth.
- Trust — Leaders who admit they’re still learning invite others to do the same.
One participant asked: “Should learning be universal — like typing once was?”
Thembi’s answer came without hesitation:
“Yes. Learning how to learn should be everyone’s baseline skill.”
In other words: curiosity isn’t an accessory. It’s the new core competency.
Building a Learning Strategy: Purpose First, Programmes Second
Deborah nudged the discussion toward structure — how can organisations embed this mindset? Thembi offered a framework that puts why before what:
- Purpose: Why are we learning this?
- Values: Does it reflect who we are?
- People: Who benefits and who’s included?
- Methods: What’s the best way to learn it?
- Reflection: How do we know it’s working?
“Learning is a living thing,” she said. “If it’s not connected to purpose, it won’t stick.”
Too often, organisations chase learning events rather than learning outcomes. Thembi argued that sustainable strategies come from alignment, not activity — when purpose leads and programmes follow.
Leaders can set the tone by being visible learners themselves — talking openly about what they’re exploring, where they’re uncertain, and what they’ve learned along the way.
That transparency normalises growth. It makes learning part of culture, not calendar.
Common Concerns and How to Tackle Them
The audience didn’t hold back on the realities: time pressure, distraction, information overload. How do we fit learning into already full days?
Thembi reframed it with calm practicality:
“We’re already learning — we just don’t label it.”
Every meeting read-ahead, feedback exchange, or course correction is a micro-learning moment. The key is to notice it.
There were also deeper fears — of getting it wrong, of saying the wrong thing, especially in conversations about identity. Thembi’s advice was disarmingly human: start from openness, not perfection.
“There’s no one-size-fits-all. Just discernment — and curiosity.”
The aim isn’t flawless dialogue. It’s the courage to keep talking, keep listening, and keep learning through it.
Ethics, Inclusion, and Collaboration
Learning, Thembi reminded us, doesn’t happen in isolation. It happens through relationships — and trust.
She spoke about psychological safety as the cornerstone of inclusion:
“People need to know they can speak without repercussion. That’s when learning becomes real.”
Deborah linked this to broader examples, like Scotland’s Children’s Parliament, where young people are part of the ethical decision-making process. It’s participatory learning in action — proof that ethics and learning are not abstract ideals but everyday practices.
“It’s not about being right,” Thembi said. “It’s about being open.”
The connection between ethics and leadership is clear: if AI learns from humans, as one participant noted, then humans need to model ethical curiosity first. Ethical leadership, at its core, is a form of lifelong learning.
Top Takeaways
Learning with Power — Leading with Pride
- Treat learning as a habit, not an event.
- Curiosity first; expertise follows.
- Feedback is a mirror, not a verdict.
- Reflect weekly — Monday plan, Friday review.
- Model vulnerability; it builds trust.
- Align learning with purpose and values.
- Foster psychological safety for real dialogue.
- Remember: learning is both personal and collective.
Closing Reflection
Thembi closed with a simple, resonant question:
“What will your learning journey be?”
It wasn’t rhetorical. It was an invitation — to pause, to reflect, to own our growth.
For Civil Service College, that question sits at the heart of what we do: helping leaders turn everyday experiences into lifelong learning.
Because leadership isn’t about knowing everything. It’s about staying curious, self-aware, and purposeful — even when the forecast changes.
Learning will keep evolving. The question is: will we keep evolving with it?
