Learning is often described as a priority - until calendars fill up, deadlines stack, and “real work” takes over.

Yet across teams, regions, and roles, some managers and advisors consistently make learning visible, protected, and real. During Global Learning Weeks, we asked colleagues to share how they support learning in everyday work - not as a one‑off initiative, but as a mindset and a practice.

What emerged was not a checklist, but a pattern: learning‑friendly managers don’t wait for perfect conditions. They create the conditions.

Below are real perspectives from across our teams on what learning‑friendly leadership looks like in practice - even when work is intense.

Learning is not extra work – it is the work

Wenzhuo, Head of Client Servicing, APAC Switzerland

For Wenzhuo, learning starts with a simple belief: if learning isn’t embedded into daily work, it won’t happen at all.

In his role leading a client servicing team - while also welcoming apprentices, interns, and colleagues from diverse backgrounds - learning isn’t optional. Client needs evolve. Policies change. Cultural nuances matter. Staying current is essential to delivering excellent service.

That’s why learning is built into his team’s rhythm.

Every month, Wenzhuo sits down with each team member to discuss performance, identify knowledge gaps, and proactively plan learning - whether through one‑on‑one coaching or small group sessions. Weekly meetings go beyond updates: team members share best practices, learning from one another in real time.

But structure alone isn’t enough. What truly makes learning visible is ownership.

"Don’t be shy - you’re in charge of what you want to learn and how much you want to learn."

Wenzhuo actively encourages team members not only to learn, but to share what they know. This dual approach builds confidence and helps people recognize the value of their own expertise - while creating a culture where learning is collective, not top‑down.

Sometimes, learning also means letting people try - even if the outcome isn’t guaranteed.

When work is busy, Wenzhuo gives team members space to “jump into the cold water.” The results often reveal resilience, adaptability, and growth that wouldn’t surface in a controlled environment. Support is always there, but so is trust.

His message is clear: learning is continuous, shared, and deeply connected to doing the job well.

Portrait of Wenzhuo

Development deserves time - no matter your role

Diego, Practical Advisor for Apprentices
Portrait of Diego

As a practical advisor for apprentices, Diego’s focus is simple and consistent: learning must be part of everyday work, not to push off until “later.”

For him, continuous learning builds confidence, expertise, and readiness for future challenges. It’s not just about technical skills - it’s about helping apprentices grow into capable professionals who feel supported and motivated.

That support starts with structure. Diego holds weekly one‑to‑one meetings with apprentices to talk through progress, set learning goals, and provide targeted feedback. These conversations create space to reflect, adjust, and stay aligned - even when workloads fluctuate.

Equally important is accessibility.

Diego maintains an open‑door policy, encouraging apprentices to ask questions or raise concerns whenever they arise. When someone asks for learning time, his response is always supportive.

He sees those requests not as interruptions, but as signals.

"Your development is just as important as your daily tasks - never hesitate to ask questions and take time to learn."

Rather than shielding apprentices from responsibility, Diego assigns meaningful tasks that challenge them. Growth comes from doing work that matters - not from being limited to routine assistant tasks. By combining trust, availability, and clear expectations, Diego reinforces a powerful message: learning is part of the job description from day one.

Curiosity is a daily practice

Noemi, Client Service

Noemi’s approach to learning starts with mindset. She describes herself as naturally curious - and intentional about staying that way. For her, learning is what enables independence, strong performance, and confidence in client service.

"Continuous learning and studying are always the best investment for the future."

In fast‑paced environments, dedicating time to learning isn’t always easy. When work is intense, Noemi doesn’t force it - she captures it. She notes down topics she wants to explore later, ensuring curiosity doesn’t get lost in the rush.

She also builds small, consistent habits into her day. Every day, she sets aside time to read updates and stay informed - making learning a routine rather than a one‑off effort.

Learning, in her view, doesn’t require permission. If she hears colleagues discussing an unfamiliar topic, she asks them to explain it. These informal moments often lead to the most practical insights.

When others ask for time to learn, Noemi is genuinely pleased.

She sees learning pay off directly in higher‑quality work - and as a sign of commitment.

Her message is honest and direct: If you stand still, you fall behind - whether you’re 20 or 80. Learning isn’t tied to age, role, or tenure. It’s a lifelong responsibility.

Portrait of Noemi

Learning plus reflection is where growth happens

Stefanie, Initiative Manager
Portrait of Stefanie

Stefanie believes that learning must be intentional, protected, and paired with reflection.

She actively creates an environment where learning is visible and structured. Platforms like Coursera, certified programs, and initiatives such as Global Learning Weeks all play a role - but learning doesn’t stop at role‑specific knowledge.

Stefanie deliberately explores topics beyond her immediate responsibilities, because she believes cross‑disciplinary learning creates stronger professionals. Insights gained in one area often become unexpectedly useful elsewhere.

But learning alone isn’t enough.

Reflection is what turns experience into development.

Stefanie regularly pauses to ask:

  • What worked?
  • What didn’t?
  • What would I take forward next time?

This habit helps transform everyday work - including mistakes - into meaningful growth.

To make learning realistic when work is busy, Stefanie blocks two fixed learning slots per week in her calendar and treats them like any other priority meeting. Learning time is protected time.

For apprentices, she combines structure with freedom. During a rotation, they’re expected to complete predefined courses and earn at least one certified badge - with the option to go further if motivated.

Her message to them sets the tone: You don’t need to know everything, but you do need to be willing to learn, reflect, and grow. Skills will follow. Confidence will grow. Learning will never really stop.

What learning-friendly managers have in common

Across all these perspectives, a few themes stand out:

  • Learning is part of the job, not something done on top of it
  • Time for learning is protected, not justified
  • Curiosity is encouraged - and modeled
  • Reflection matters as much as content
  • Ownership sits with the learner, but support is always available

Learning‑friendly managers don’t wait for quiet moments. They build learning into busy ones.

And that’s what makes the difference.

Interested in joining our team?

Visit our job board and you may find something perfect for you. We’re committed to disability inclusion and if you need reasonable accommodation/adjustments throughout our recruitment process, you can always contact us.