As engineers, learning is a crucial part of our work. The problems we solve are complex and technical, and the tools we use are constantly improving. Developing our code requires both times for brainstorming and advanced skills for implementation. We often find ourselves learning on the go and experimenting as we go. Our time is in high demand, so it can be hard to make room for professional development to keep our skills relevant.

We may also face pressure from our engineering departments to have up-to-date skills and work with the latest technology. However, this learning may not be supported by our company or may not be feasible within our busy schedules. Even if our engineering organization provides learning opportunities, it can be difficult to make time for it while juggling work, family, and other obligations. This leaves us with the difficult choice between learning something new in our free time or spending time with friends and family.

But despite our packed schedules and personal demands, there are ways to make time for learning. It may seem like we need large blocks of time to learn effectively, but that is not the case. Learning in small increments is often better and more realistic. Plus, it's an important habit to develop for a long-term career in engineering. Like anything else worth doing, it won't be easy, but with creativity and determination, it is possible.

Identify your learning goals and the best strategies for achieving them

As we progress in our careers, it becomes increasingly difficult to find the time to learn new skills and knowledge. We may have been able to pull all-nighters and spend weekends learning in the past, but now our time is more valuable and our responsibilities are greater. This can make learning feel like a chore, as it becomes harder to fit into our busy schedules.

To make the most of our limited learning time, it is important to focus on what is most important and valuable to us. This means distilling our knowledge and skills into their essential elements so that we can learn them effectively and efficiently. When we finally have the opportunity to learn, we want to make sure we use our time wisely and don't waste it.

Here are a few tips for maximizing your learning time:

Don't mix up learning and accomplishment

When people want to learn new skills, they may sometimes resent the learning process itself. Common barriers to learning include feeling like the material is too slow or difficult, or that it has unnecessary prerequisites.

However, activities like proving concepts, understanding dependencies, and lab work are essential for building real skills. Just completing a course or getting a certificate isn't learning if you can't remember or apply the material a few months later. It's important to prioritize the learning itself over the accomplishment. Learning is not a one-time event; it requires specific tactics that take time, repetition, and unconscious processing.

Consider learning to be an essential component of your career

Learning should be seen as an essential part of our careers, not just something we do for specific projects or tasks. Learning is the primary skill of an engineer, so it's important not to overlook it or make it a low priority. Engineers who stop learning may find themselves stuck in their careers and facing blind spots. They may fall behind in technology and miss out on opportunities for growth and advancement.

While the laws of physics are unlikely to change, the foundations of technology are constantly evolving with new abstractions, programming languages and frameworks, and best practices. Learning is how we keep up with these changes and continue to grow and evolve as engineers.

So, do what you can to find the motivation to learn and stay current in your field.

Create a taxonomy to help you fine-tune your learning strategy

Assume you're a front-end JavaScript developer interested in learning more about asynchronous API calls. A taxonomy will assist you in determining the priority of what to learn. Consider async API requests, which are a component of browser communication. The phrases "APIs," "communication," and "browsers" should anchor your learning taxonomy when learning about this idea to keep you on track and prevent any distractions.

The more specific the taxonomy, the more you can focus your education and learn only what is important or interesting to you.

Focusing on lifelong learning

Investing in your unknown unknowns, or areas of knowledge or skills that you are not aware of can support your ability to evolve as technology changes. Ignoring unknown unknowns can lead to tunnel vision and frustration.

It's natural to feel defensive about your weaknesses as an engineer, but it's important to stay open-minded about learning, even when there seems to be no opportunity or reason to do so. Explore new ways of working and keep an eye on emerging technologies. Ask yourself why new concepts are gaining traction. They might be better or just different. Focusing only on yesterday's problems can put you on the wrong side of history.

Develop a daily habit of addressing your unknown unknowns. This will make your work more sustainable and enjoyable. Even a basic understanding of alternatives and future-oriented options can give you agility in your career. You'll avoid being seen as a "legacy problem solver" and you'll be less likely to burn out when you have a variety of old and new problems to solve. Strategically working through gaps in your knowledge will keep your daily tasks feeling fresh.

Establishing a daily habit of open-minded learning will put you on the path to sustainable long-term evolution. Bite-sized learning can help throughout the day, but the ideas may not always connect. That's where learning becomes more of a practice or continuous habit. Learning more often and regularly moves us forward, both as individuals and as organizations.

Creating a Learning Culture

In today's business world, it's increasingly important for organizations to support their employees' professional development goals. By promoting a culture of learning, leaders can help their teams exercise their learning muscles.

Fortunately, many organizations are committed to building a culture of learning. The downside is that company leadership often doesn't know how to do it effectively. Some companies try to hire their way into new skills, thinking that fresh perspectives will change the culture. This strategy doesn't usually work. Other companies are afraid to invest in training their employees because they might leave.

Let's explore two methods that are proven to work: feedback loops and grassroots efforts:

Feedback loops are essential for building a sustainable learning culture

We need to align our learning with our individual and organizational goals. Learning should be a shared value between employers and employees. However, learning needs to be focused and intentional to be effective.

It's easy to get distracted and end up learning things that are not aligned with our goals. This can be frustrating and wasteful. Feedback loops from managers, peers, and subject experts can help us ensure that we are spending our time on subjects that are valuable to our teams and our overall skill goals. Organizations that value learning understands that it is a discipline and a skill, and it can make a big difference in employee satisfaction.

Employees want roles where they are supported in their learning journeys. If their current employer doesn't provide this support, they may look for another job. Learning is important for their careers, so they want to work for organizations that support and encourage learning. When an organization is aware of these indicators, it can respond, increase employee retention, and improve its sustainability by addressing its blind spots.

Creating a learning culture through grassroots efforts

The relationship between employees and organizations is a two-way street. When it comes to building a learning culture, it's natural to think that it's the company's responsibility, not the individual's. However, employees have more control than they realize. They can create communities of practice, centers of excellence, cross-functional learning groups, or even something as simple as a lunch-and-learn. These efforts can help organizations build a learning culture that is supportive and engaging, and they can also help employees take ownership of their own learning and development.