Large scale learning programmes often fail because they don't encourage people to take the initiative. Another approach is the learn, apply, share strategy.

People who want to continue learning answer a formal but simple document that lists six questions.

• What will I learn?
• How will I learn?
• How will my company and I benefit from my investment?
• When will I learn?
• Where will I learn?
• Who will help me make this a success, for my company and myself?

People want a sense of purpose. To establish whether your organisation has a gig mindset learning culture, consider the following questions:

• Are your employees able to communicate directly with senior leaders?
• Are they encouraged to challenge the status quo?
• Are teams built by focusing on skills and knowledge?
• Are teams encouraged to share their work before it is completed?
• When an experimental initiative fails, is it considered a positive experience?
• Are people given time for external networking?

If gig mindsetters continually encounter obstacles, they may look elsewhere for more suitable places to work.

Gig mindsetters may encounter difficulties at work because managers may think they are disrespectful or self-centred if they challenge the status quo. However, people with a gig mindset show loyalty to the organisation, not the processes. They are willing to improve things that will benefit the organisation.