The urgency of continuous learning hit me hard recently. An entire class of MBA students awaited an assignment I’d uploaded incorrectly on the online education platform that I was still learning to use. Panicked, I contacted a colleague for assistance. He swiftly diagnosed the problem and offered to fix it. While the temptation to let him resolve it was strong, I recognized the need to learn the platform myself. So we sat down and he patiently guided me through the specific function of the technology. This humbling experience reinforced to me once more that for today’s leaders, continuous learning isn’t just a “nice to have” – it’s essential.

A recent Aspen University article called “Upskilling for the Future,” explores this perspective, noting: “Breakthroughs in AI, blockchain, and sustainable technologies are constantly reshaping industries.” Organizations are actively seeking professionals who can innovate and integrate these and other new technologies into their strategies – underscoring the critical importance of lifelong learning, which, as the article describes, involves acquiring skills and knowledge aligned with evolving industry trends.

Similarly, IBM’s “Enterprise guide to closing the skills gap” report predicts that over 120 million workers globally will need to be reskilled due to AI-driven automation alone. This report highlights the shrinking half-life of skills and the growing gap in reskilling time, illustrating the urgency around the need for continuous learning as both a competitive advantage and a survival imperative.

This reality isn’t lost on employers. An article in Harvard Business Review on trends that will shape the future of work outlines how quickly skills-based hiring is on the rise. Companies like Google are increasingly prioritizing skills-based qualifications over traditional degrees. This shift signals a fundamental change in how talent is valued, emphasizing the importance of practical, adaptable skills.

A new Pearson Skills Outlook also reports on the need for continuous learning, emphasizing that the future belongs to those who can seamlessly blend technical and soft skills. In a world increasingly dominated by technology, the ability to navigate both sets of skills is critical. Pearson’s findings reveal that both employers and employees value soft skills highly, recognizing that these human-centric abilities, such as empathy and communication, require constant refinement, especially as AI increasingly augments or changes our work.

Today’s leader must embrace continuous learning not as an option, but as a core principle. By fostering a culture of continuous learning, leaders not only empower their teams to adapt and compete but also ensure the long-term resilience and success of their organizations. My recent scramble to master the online education platform was a personal reminder of this reality. It’s critical for leaders and teams to keep learning – and it’s even more important to have a friendly and patient colleague ready to lend a hand.

I turned to local leaders for their thoughts on why continuous learning is so important for future leaders – and to learn how their workplaces are responding to the need.

Kelley Ellis, associate dean of student affairs and professor, Drake University

As a CPA with professional development requirements, I value an employer’s commitment to investing in my technical and leadership skills. I see professional development as a win-win; as I grow, I enhance my credibility, efficiency and productivity, contributing to organizational success. Such commitment not only attracts top talent but also helps retain it. Now, as a leader at Drake University, I am proud to work at an institution dedicated to continuous learning for all. We must prepare our students for a rapidly changing business landscape, which begins with our own growth. Faculty are drawn here by their passion for research, teaching and learning. Our leadership supports this passion by creating opportunities to share knowledge across the team. By recognizing achievements and supporting tailored development – through conferences, certifications and research projects – we foster an innovative environment that drives continuous improvement.

Teresa Roof, public relations manager, Mom’s Meals

I was told early on in my career that knowledge is power; you don’t know what you don’t know. That is why I am a firm believer you should take every opportunity to learn. I prioritize personal growth through attending conferences, staying updated on industry trends, and seeking meaningful conversations with peers in my industry and colleagues at work. Another key piece is ensuring that I am sharing what I have learned with team members. This helps to foster a culture where feedback and innovation are encouraged. As leaders, we model lifelong learning by trying new things and not being afraid to fail, as failure often provides valuable insights. By creating an environment where learning is supported and celebrated, we reinforce the idea that growth comes from both successes and setbacks, helping everyone embrace continuous learning as a core value.

Keith Snow, president and data scientist, B2E Data Marketing

In data marketing, staying ahead means staying curious. The rapid evolution of technology is reshaping our industry daily, and those who fail to adapt risk becoming obsolete. At B2E Data Marketing, we prioritize continuous learning by keeping an open mind to emerging marketing technologies, encouraging our team to explore new software, attend conferences and engage in industry webinars. This approach has served us well, allowing our clients to focus on their business while we bring them cutting-edge marketing opportunities paired with analytical solutions to measure impact. We foster a culture where learning isn’t just encouraged – it’s expected. As leaders, we must demonstrate this mindset ourselves, embracing new tools and strategies to navigate an ever-changing business landscape. Success in our profession depends on our ability to evolve, and the only way to do that is by committing to lifelong learning.

Paxton William, attorney, Belin McCormick PC

Continuous learning is one of the joys of legal practice. While attorneys are required to complete continuing legal education courses each year, many successful lawyers know that we are better attorneys when we stay abreast of emerging legal issues, changes in the law and innovations in the areas where our clients work. 

While our clients expect us to be aware of new laws, regulations or court decisions that raise questions as to the status quo, learning something new, or learning more about a favorite area of interest, also helps keep the brain nimble and encourages creative thinking, which, though not always intuitive, has a place in the law.  

As a firm, the importance of lifelong learning is made clear when, as a group, we often discuss something new we learned or something we heard about that we want to learn more about. This creates a culture where lifelong learning is not only encouraged, but expected.   

Tom Woody, senior business development manager, Freeman

At Freeman, we believe in making moments that matter and that our efforts can help change the world. It all starts with a learning mindset and we emphasize being part of the conversation, whether through thought leadership or active listening. Personally, involvement in professional organizations has been transformative, enhancing my connections and deepening my engagement with my passions. Reflecting on my past, I often wish I had embraced these opportunities sooner, so I encourage early involvement. Participation in professional organizations and development validates my dedication to self-improvement, bringing diverse viewpoints and unique insights. Serving on a number of volunteer boards has allowed me to explore new areas and connect with community and industry leaders through our shared support of causes we value. Additionally, I have developed many lifelong friendships through these engagements. This proactive approach enriches both professional and personal growth.

Suzanna de Baca is a columnist for Business Record, CEO of  Story Board Advisors, former CEO of BPC and a faculty member at Iowa State University’s Ivy College of Business. Story Board Advisors provides strategic guidance and coaching for CEOs, boards of directors and family businesses. You can reach Suzanna at sdebaca@storyboardadvisors.com.