The Four Stages of Learning: A Roadmap for Leaders Committed to a Growth Mindset

Effective leaders are on a journey of growth and development. No matter how accomplished you are, in an ever-changing world, there will always be areas where you are learning, evolving, and improving–even if you don’t want to!

One of the most valuable mental models for understanding personal and professional growth is the Four Stages of Learning [1], a framework that outlines how we progress from complete unawareness to mastery of any given skill. Recognizing these stages can help us step boldly into the learning process and help us develop a growth mindset.

Stage 1: Unconsciously Incompetent (You Don’t Know What You Don’t Know)

At this stage, it's about blind spots. You lack a particular skill or knowledge and are unaware of this gap. For leaders, unconscious incompetence can be dangerous. A CEO might not realize that their communication style is disengaging the team, or an executive may be unaware that their strategic thinking is too narrow.

Because they don’t see the problem, they can’t take action to improve it.

This is why self-awareness is one of the most crucial leadership competencies. Great leaders create environments where feedback is welcomed, blind spots are revealed (e.g., 360s), and continuous learning is a given. The key is to stay curious and open-minded, always assuming there are things you have yet to learn.

Stage 2: Consciously Incompetent (You Know You Don’t Know)

This is where real learning begins. You’ve become aware of your skill gap and recognize the need for growth. While this stage can feel uncomfortable—very few of us enjoy realizing we aren’t good at something—it is also the most important phase of growth.

For high-performing leaders, this is often the hardest stage to sit in. You’re used to excelling, to being competent. But now, you find yourself struggling, making mistakes, and feeling less confident. The temptation is to rush through this phase or avoid it altogether. Don’t.

This stage is where the greatest learning occurs. You start understanding what you need to do differently and adopt new strategies. Whether learning to delegate more effectively, mastering executive presence, or developing emotional intelligence, this phase requires humility, resilience, and a willingness to be uncomfortable. Discomfort is the condition precedent to growth. A growth mindset cannot take root without the hard work of enduring the discomfort of not having all of the answers.

Stage 3: Consciously Competent (You Can Do It, But It Takes High Effort)

At this stage, you’ve mostly developed the skill or knowledge, but it still requires deliberate effort. You can execute well, and you have to concentrate hard to do it. It’s like learning to drive a car—at first, you need to think about every turn, every gear shift (save the manuals!), and every rule of the road. But with time and practice, driving a car becomes second nature [2].

For leaders, conscious competence means you’ve made progress, and you’re still refining your skills. Perhaps you’ve improved your ability to give tough feedback, and it requires preparation and intention. Or maybe you’re becoming a better storyteller in presentations, and you still rehearse extensively before stepping on stage. In this stage, repetition, feedback, and deliberate practice turn effort into ease. The more you engage in the skill, the more natural it becomes.

Stage 4: Unconsciously Competent (It’s Like Riding a Bike)

Finally, you reach the point where the skill has become effortless. You no longer have to think about it. A seasoned leader, for example, can navigate complex negotiations instinctively, or a well-practiced speaker can command a room without over-preparing. This is the stage of mastery.

And here’s the paradox: this is also the most dangerous stage for continuous learners. When a skill becomes second nature, complacency can set in. Leaders who stop stretching themselves and questioning their effectiveness risk stagnation. That’s why lifelong learners constantly put themselves back into the learning curve. They take on new challenges, develop new capabilities, and deliberately shift from unconscious competence in one area to conscious incompetence in another.

The Power of the Learning Curve

If you are a growth-minded leader, you are always somewhere on this learning curve. It’s normal to feel competent in one area while struggling in another. In fact, the most growth happens between Stage 2 (Conscious Incompetence) and Stage 3 (Conscious Competence)—the uncomfortable middle where the real work is done.

The best leaders don’t shy away from this discomfort; they lean into it. They seek feedback, they practice relentlessly, and they embrace the struggle of learning. They understand that expertise is not a destination—it’s a continuous evolution.

So, as you reflect on your leadership journey, ask yourself:

Where am I currently on the learning curve in different areas of my leadership?

Am I avoiding the discomfort of Stage 2, or am I embracing it?

What new challenge can I take on to keep myself growing?

Leadership is not about arriving at mastery and staying there—it’s about cycling through these stages repeatedly, with humility and intention. The most successful leaders are the ones who never stop learning.

So, what’s the next skill or challenge you’re ready to take on?

For more thoughts, follow me on LinkedIn!

[1] The four stages first appeared in the 1960 textbook Management of Training Programs by three management professors at NYU. Martin M. Broadwell called the model "the four levels of teaching" in an article published in February 1969. Paul R. Curtiss and Phillip W. Warren mentioned the model in their 1973 book The Dynamics of Life Skills Coaching. The model was then used by Noel Burch in the 1970s; there it was called the "four stages for learning any new skill".

[2] Taking a trip to the UK and driving on the other side of the road is a great “Conscious Competence” experience! 😅