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Will You Add? - Knowledge Management - Leadership Behaviours Which Encourage Knowledge-Sharing
Projects are temporary undertakings with a definite beginning and end. There are four phases in any successful project: defining, planning, implementing and completing. Successful project management requires a balance of strategy and tactics because it is a composite of financial, technical and human elements. As an information technology consultant, project manager and proce
"Who else have you spoken with at other sites who might have a similar issue?" ..will drive a very different set of behaviours.
This is the route that BP has chosen to take; senior management visits are opportunities to reinforce the value of learning from others, rather than opportunities to underline their seniority by providing "the
Setting a career goal or objective is a personal challenge a person makes to himself or herself within a limited period by setting deadlines. The most successful people are usually ones that have set career goals for themselves. They know what they want to do, and work and plan towards achieving those results. It is never too early or too late to start setting career goals
However, there is often a gap between the conceptual understanding, and their own behaviours as leaders - and that can be a problem? How do you engage leaders both intellectually and emotionally, in a way which will make a difference to their day-to-day behaviours? It requires more than a set of competency frameworks!
The examples below are taken from the bestselling fieldbook "Learning to Fly ? Practical knowledge management from leading and learning organisations", written by Chris Collison and Geoff Parcell.
Example 1) In BP, well known for its knowledge-sharing culture, the senior leadership developed a habit of reinforcing "learning from others" when they visited operational sites. Imagine the scene: the Director or Senior VP arrives, and is given the usual tour of the site. They sit down with the management team and review the performance of the business against a set of stated KPIs. One of these KPIs is currently not being met. What happens when they identify this issue?
"Have you thought about approach X? Addressed performance issue Y? Changed widget Z?"
..will generate one set of behaviours.
"Who else have you spoken with at other sites who might have a similar issue?" ..will drive a very different set of behaviours.
This is the route that BP has chosen to take; senior management visits are opportunities to reinforce the value of learning from others, rather than opportunities to underline their seniority by providing "the a
1) Where is the agenda? A meeting without an agenda is like a journey without a map; it will always waste your time. Once you have the agenda, make sure that it consists of more than a list of words because this is almost useless. The agenda for an effective meeting will provide a complete description of how the meeting will proceed.2) What is the goal? Is the c
The examples below are taken from the bestselling fieldbook "Learning to Fly ? Practical knowledge management from leading and learning organisations", written by Chris Collison and Geoff Parcell.
Example 1) In BP, well known for its knowledge-sharing culture, the senior leadership developed a habit of reinforcing "learning from others" when they visited operational sites. Imagine the scene: the Director or Senior VP arrives, and is given the usual tour of the site. They sit down with the management team and review the performance of the business against a set of stated KPIs. One of these KPIs is currently not being met. What happens when they identify this issue?
"Have you thought about approach X? Addressed performance issue Y? Changed widget Z?"
..will generate one set of behaviours.
"Who else have you spoken with at other sites who might have a similar issue?" ..will drive a very different set of behaviours.
This is the route that BP has chosen to take; senior management visits are opportunities to reinforce the value of learning from others, rather than opportunities to underline their seniority by providing "the
There are few businesses that are as cash flow intensive as a trucking company. The list of ongoing expenses can be endless and can easily overwhelm small and medium size trucking companies. There are fuel expenses, truck repairs, rentals and salaries. Although most trucking companies are very profitable, few can afford to wait the usual 30 to 60 days it takes to get paid for
Example 1) In BP, well known for its knowledge-sharing culture, the senior leadership developed a habit of reinforcing "learning from others" when they visited operational sites. Imagine the scene: the Director or Senior VP arrives, and is given the usual tour of the site. They sit down with the management team and review the performance of the business against a set of stated KPIs. One of these KPIs is currently not being met. What happens when they identify this issue?
"Have you thought about approach X? Addressed performance issue Y? Changed widget Z?"
..will generate one set of behaviours.
"Who else have you spoken with at other sites who might have a similar issue?" ..will drive a very different set of behaviours.
This is the route that BP has chosen to take; senior management visits are opportunities to reinforce the value of learning from others, rather than opportunities to underline their seniority by providing "the
Are you trying to decide on a promotional item to publicize your business? There are a great many reasons why promotional t-shirts fit the bill. Why choose promotional t-shirts as a marketing promotion, employee incentive or advertising gift? Here are just a few of the reasons. High quality custom printed t-shirts are always in demand. Custom promotiona
"Have you thought about approach X? Addressed performance issue Y? Changed widget Z?"
..will generate one set of behaviours.
"Who else have you spoken with at other sites who might have a similar issue?" ..will drive a very different set of behaviours.
This is the route that BP has chosen to take; senior management visits are opportunities to reinforce the value of learning from others, rather than opportunities to underline their seniority by providing "the
It might sound quick and simple, to say how well your business does in satisfying it's customers. Hearing such as:-"We're increasing our turnover by 14% year to date""Our customer complaints are now less than 4% or our transactions"...might sound like music to your ears, but that's just the time y
"Who else have you spoken with at other sites who might have a similar issue?" ..will drive a very different set of behaviours.
This is the route that BP has chosen to take; senior management visits are opportunities to reinforce the value of learning from others, rather than opportunities to underline their seniority by providing "the answer".
Example 2) When the senior directors from energy and essential services company, Centrica, met to discuss how to improve knowledge sharing in the company, they agreed a set of practical "leadership challenges" for senior managers across the organisation:
- How can I personally demonstrate that "asking for help" is a sign of strength rather than weakness?
- When encountering a business problem, how can I reinforce the importance of learning from others - rather than simply providing an answer?
- When reviewing a project or investment proposal, have I challenged to ensure that it brings to bear knowledge from other projects?
- How do I react when someone fails - is it purely a loss to the business, or is it an investment in their education?
- Do my team see failure as something to learn from, or something to cover up?
These kind of questions and challenges bring to life the notion of knowledge management in a tangible, practical manner.
What would work in your organisation? If you could issue five challenges to your senior team, what would you choose?
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