WATCH: Embracing a learner mindset to deliver impact

In this Leadership Learnings video, David Doe, VP of Talent Strategy & Excellence at Shell, reflects on the moment he understood what it took to have a seat at the table.

During an internal conference, David was extremely impacted by the precision and depth a senior colleague spoke with when presenting the business agenda at Shell. He realised then how much it took to understand the organisation to such a degree that enabled significant business impact in the long-term.

Following that memory, David has always focused on having a learner mindset in order to continually improve and deliver – both for himself and for the business. As he has grown through various roles at Shell, David now confidently embraces a learner mindset in all that he does within his role as VP of Talent Strategy & Excellence.

David discusses the importance of understanding and accepting vulnerability and uncertainty as natural markers when moving through an organisation. And instead of fearing those moments, he encourages leaders to fall back on their business understanding and professionalism for guidance, as well as learning to have the confidence to ask for the answers they need to move forward and drive impact.

Here are some of David’s top tips to having a learner mindset:

• Have an understanding of the business and your own professionalism
• Have courage of your conviction and having clear beliefs
• Utilise the coalition of people around you
• Be pragmatic and willing to learn and compromise
• Have clarity on how to set the agenda

 

Watch this video to hear all about David Doe’s key reflections that have boosted him through his career trajectory and ultimately shaped him into the HR leader he is today.

 

0.35 ‐ Ability to speak to the business agenda with understanding of the detail

1.00 ‐ Understanding the business intimately to add impact

1.20 ‐ Monitoring the external landscape for latest developments

1.48 ‐ Embracing moments on top of the day job

2.21 ‐ The importance of having coalitions around you and to be pragmatic

2.49 ‐ Being clear on how to set the strategy for your organisation

3.29 ‐ Recap

 

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