What It Looks Like for Leaders to Model Learning

Leadership development is often framed as something intentional—courses, books, coaching, or structured growth plans. But in reality, one of the most powerful forces shaping a team’s growth isn’t formal at all.

It’s what leaders model.

In this episode of The Leadership Vision Podcast, Nathan Freeburg sits down with Dr. Linda and Brian Schubring to explore what it means for leaders to actively model learning—and why it matters more than we often realize.

Learning Is Already Being Modeled

One of the key insights from the conversation is that leaders are always modeling something—whether they intend to or not.

“I believe modeling is happening all around us… I think part of modeling the right behavior is knowing what to look for.”

This reframes the conversation. The issue isn’t whether leaders are modeling behavior—it’s whether they’re modeling the right behaviors.

Curiosity. Openness. Creativity. A willingness to try something new.

These are not just personal traits—they’re signals. Signals that tell a team what’s safe, what’s valued, and what’s possible.

Stepping Outside the Comfort Zone

The episode begins with a leader we know traveling to Milan for Fashion Week—a setting far outside her typical role, but deeply relevant to understanding the people she supports.

That kind of experience reflects something essential about leadership growth: Learning often requires stepping into unfamiliar environments.

Dr. Linda highlights that these moments expand a leader’s capacity for creativity and innovation. When leaders stretch themselves, they don’t just gain new skills—they gain new perspective.

And that perspective becomes contagious.

“When someone is learning something new… other people realize that person’s not going to fall apart… and they think, why don’t I try it?”

The Four Dimensions of Learning

The conversation introduces a practical framework for thinking about how leaders model learning:

1. Learn from someone
Who are you seeking guidance from? Mentors, experts, or coaches help accelerate growth—and challenge blind spots.

2. Learn with someone
Learning alongside others creates accountability, motivation, and shared reflection.

3. Learn among others
When learning is visible within a group, it multiplies. It invites observation, imitation, and participation.

4. Learn for someone
Learning becomes more meaningful when it’s tied to a purpose beyond yourself—your team, your organization, or your community.

This progression transforms learning from a private activity into a collective experience.

The Role of Vulnerability

Modeling learning isn’t just about growth—it’s about transparency. Nathan points out that many leaders hesitate to share their learning process because they fear it may make them look weak. But in practice, the opposite is true.

“The leaders that I want to follow… are constantly learning and then sharing that knowledge.”

There is a balance here. Not all learning needs to be public. Some growth is personal and should remain private. But sharing the process—the experiments, the failures, the adjustments—creates trust. It signals that growth is not only allowed, but expected.

Be Discerning About Who You Learn From

Another key theme is discernment. Not all learning relationships are equal. Who you learn from—and who you learn with—shapes not just what you learn, but how you grow.

Some relationships are seasonal. Others are foundational. The responsibility of the leader is to be intentional about both.

As Dr. Linda puts it, leaders must remember:

“You are the main character in your own learning journey.”

And that means choosing wisely who influences that journey.

Final Reflection

Modeling learning isn’t about having all the answers. It’s about demonstrating the process of finding them. It’s about showing curiosity when things are unclear, persistence when things are difficult, and humility when things don’t go as planned. Because in the end, your team won’t just follow your direction. They’ll follow your example.

If this post resonates with you, take a few minutes to listen to the full episode—and consider where your own leadership might invite more visible, intentional learning.