Wednesday, March 21, 2012

The Leader As Role Model for KM

I've been working in the field of Knowledge Management for a long time. I started doing this work back when PCs were not on every desk and hand held devices were mobile telephones as big as a good sized brick.

There are a few things about managing knowledge, or work in general, that do not change. Let me give you a few:
  • Knowledge Management takes discipline
  • Knowledge Management is ever evolving as the organization evolves and is never completely done
  • Leadership must role model the behaviors they wish others to follow

One of the truths about this work is that no matter what you say to your employees or how often you say it, they will do as they see you, the leadership, do.

If you tell them how critical it is to manage knowledge, to share, to document and do not, as a leader or leadership team, share and document your own knowledge, the behavior for them will not stick. If you do not actively participate in endeavors you tell others are critical, the message is not only confusing, but also demotivating for the employees and will have an opposite effect.

It is common sense, really. You look to your leaders to lead, to show the way, to be what is aspired to, and to be the walking role model of what the organization stands for.

When employees can witness leaders not sharing knowledge with their peers, missing meetings, showing up late, or as I saw in a meeting today --falling asleep, the message is clear. Leaders might tell you to do something, to participate,but if they do not believe it, everyone loses.

Leaders who are not authentic are giving very loud messages to their employees, peers and vendors. Trust becomes a major issue. They hurt the organization and themselves.

Now instead, consider the leader who is openly curious, interested and actively participates in the very things they say are critical. They give honest, respectful feedback with the visible intent to improve the work or the endeavor. Their messages are always clear and they stand up for what they believe to be important. They show that knowledge is an asset to be built, respected, re-applied and the people who hold or share that knowledge are to be respected as well.

When leadership work the knowledge management practices they espouse, dialogue openly about the opportunities and the challenges they experience in managing knowledge, participate in the projects, meetings, and the activities required to get the KM ball rolling, the impact is astounding. Leadership role modeling can create a step change in the culture, the behaviors and the abilities to manage knowledge. There is no greater jumpstart to any change initiative then a proactive, involved, authentic leader. That truth will never change.

That type of leadership is what is needed to have knowledge management stick. It is the type of leadership that a great organization requires for all they do. They are not defensive about any one group or tool or project but role model openness, active listening, and learning from those around them. They think their job is about continually improving because they think the company is about continual learning.

There is no consultant who can replace the value and the impact of an authentic, engaged leader willing to role model KM and the behaviors needed to do that.

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