Putting Learning Into Practice

October 21, 2026

It’s one thing to learn a new skill. It’s another to feel comfortable using it, especially when it really matters. Last month’s blog, When the Expert Becomes the Novice, looked at the frustration and self-doubt that can accompany learning something new, particularly when you’re accustomed to feeling capable and confident. This month builds on that idea by considering what happens when you put developing skills into practice in real time, where expectations and outcomes may differ from what you anticipated.

Putting a developing skill into practice involves more than applying what you’ve learned. It also involves managing emotional reactions, adjusting to unexpected circumstances, and making decisions as situations unfold, often while interacting with others. 

Consider a seasoned professional giving their first presentation to the board of directors in a new leadership role. They may be well prepared and confident in their knowledge, yet find themselves facing an unexpected question or challenge. Their attention may shift from the discussion to their own discomfort, making it harder to think clearly, remain engaged, or respond thoughtfully.

Learning involves more than answering questions. It also involves recognizing and managing emotional reactions, such as nervousness, uncertainty, or concern about how others perceive you, while staying engaged when things don't go as expected.

Another layer of learning involves reflecting on experiences, recognizing patterns in how you think, feel, and respond, and considering whether there are adjustments you want to make moving forward. This awareness also allows you to make more intentional choices rather than letting your emotions determine how you respond.

What are you learning from one experience that influences how you approach the next?

Consider what your response to learning communicates to others. Does it reinforce the expectation that being competent means always having the answer, or does it demonstrate that asking questions, making adjustments, and continuing to learn are also part of being capable? 

For leaders, learning something new can reveal more than their developing skills. It can also show how they manage uncertainty, disappointment, feedback, and mistakes. How they navigate those moments can influence others, demonstrating through their actions that learning and self-management are ongoing processes.

With experience, you may become more familiar with the discomfort of putting what you’ve learned into practice, even if that discomfort never really disappears. You may still feel nervous. You may still get in your own head. You may still wonder what someone else thinks of you. The difference may be that those feelings become less likely to influence how you approach the situation and respond to it.

You can't control every variable or know with certainty how something will turn out. You can, however, become more comfortable navigating uncertainty and discomfort.

There will always be something you haven’t mastered, a new situation you couldn’t fully prepare for, or a moment when someone else sees you figuring things out as you go. Becoming more comfortable with that reality involves more than developing a new skill. It also involves learning to manage yourself while putting learning into practice.