Recently a reader asked a question concerning how to manage a KM initiative when all of the other people they need to engage for success are at a higher level... stak.
Since this question comes up quite often, I am including my recommendations here...and they are open for discussion!
A great question, and a situation that is quite frequent. Well worth some good dialogue. I will do this top of mind-- and will be glad to be more specific with any additional questions you have.
First, without knowing more about your situation I say congratulations. You have a golden opportunity to increase your name recognition and have impact on the organization. This is an opportunity to use influence to manage upwards. Not easy, but I'll bet you are up to the task.
I would first consider who the major stakeholders are in the initiative. Which directors and above will be most directly impacted by the KM work? Which of those have you had contact with in the past or built a relationship with? I would start there.
It is important to understand what the stakeholders have on their minds. I would want to ask them --if this KM work is successful, how will you know? What does success look like to you? You will need to manage expectations so first you need to know what they are.
When you have those conversations, it will help you to have a very concise, brief and well crafted communication to explain what you are doing. You can have a slide deck (argh, I am such a consultant!), a project description or a story to tell them. However, give them room to provide the feedback you are asking for.
When you speak with them, stand in curiosity and hear what they have to say. They will notice. Do not make promises you can not keep, and do things in bite sized pieces. Set realistic expectations.
Ask them how they want to be kept informed-- do they want emails, meetings, voice mails, etc and how frequently do they want updates. Also, do they have people who could learn from this initiative, who may be willing to give a small percentage of time? That would keep them involved.
Lastly, remember you move people from awareness to acceptance to action and can't move them much faster then that. Create a communications plan for the stakeholders to facilitate them through those steps.
Ok, that is a lot of info...and the question is just general enough that I am not sure I have given you what you need. Please feel free to ask more-- and I will create a blog posting about it. You have a great opportunity, and if well leveraged, you can change your organization!
Showing posts with label managing knowledge. Show all posts
Showing posts with label managing knowledge. Show all posts
Monday, August 06, 2007
Monday, July 30, 2007
The Power of Words
I receive an e-newsletter from Genius Catalyst which I always read. How often do we actually say we read an e-newsletter each time it arrives?
This one is well worth the time. I am attaching part of yesterday's edition.
I put it forward to you today as a reminder of how critical our choice of language is as we work to manage knowledge. The experiment provided here is a powerful example of how our language builds trust, and how trust impacts our work, our relationships and our organizations. Trust is a primary component to managing knowledge.
Enjoy, and when you have a chance, take a look at Genius Catalyst.
"The greatest gift we can give our children is a yes that means yes and a no that means no."
-Bill Cumming
Many times, in our desire to leave options open or in an effort to be polite, we say "maybe" to things we know in our hearts we do not really want to do (or will simply not follow through and do).
The problem with saying "maybe" when we actually mean "no" is that we begin to learn that what we say is not to be trusted - that far from our word being our bond, it's just "noise in the machine".
How would your relationships with others (and your relationship with yourself) change if you suddenly began to not only mean what you say but also to say what you mean - that is, if you not only walked your talk but began to talk your walk?
--------------------
Today's Experiment:
--------------------
1. Choose a day this week where you do not have any "earth-shattering meetings" during which changing your habitual communication patterns might be hazardous to your long-term future.
2. When that day arrives, resolve to speak ONLY when you can put yourself 100% behind each and every word you utter.
3. Decide when else it might be appropriate to experiment with the power of your word.
As my friend and mentor Bill Cumming says, "If someone doesn't get that you mean what you say when you say "No", they won't think you mean what you say when you say, "I love you."
Have fun, learn heaps, and talk your walk!
Copyright info for the following: This newsletter and all content within it is (c)2007 Michael Neill and Genius Catalyst Inc. except where otherwise noted.
This one is well worth the time. I am attaching part of yesterday's edition.
I put it forward to you today as a reminder of how critical our choice of language is as we work to manage knowledge. The experiment provided here is a powerful example of how our language builds trust, and how trust impacts our work, our relationships and our organizations. Trust is a primary component to managing knowledge.
Enjoy, and when you have a chance, take a look at Genius Catalyst.
"The greatest gift we can give our children is a yes that means yes and a no that means no."
-Bill Cumming
Many times, in our desire to leave options open or in an effort to be polite, we say "maybe" to things we know in our hearts we do not really want to do (or will simply not follow through and do).
The problem with saying "maybe" when we actually mean "no" is that we begin to learn that what we say is not to be trusted - that far from our word being our bond, it's just "noise in the machine".
How would your relationships with others (and your relationship with yourself) change if you suddenly began to not only mean what you say but also to say what you mean - that is, if you not only walked your talk but began to talk your walk?
--------------------
Today's Experiment:
--------------------
1. Choose a day this week where you do not have any "earth-shattering meetings" during which changing your habitual communication patterns might be hazardous to your long-term future.
2. When that day arrives, resolve to speak ONLY when you can put yourself 100% behind each and every word you utter.
3. Decide when else it might be appropriate to experiment with the power of your word.
As my friend and mentor Bill Cumming says, "If someone doesn't get that you mean what you say when you say "No", they won't think you mean what you say when you say, "I love you."
Have fun, learn heaps, and talk your walk!
Copyright info for the following: This newsletter and all content within it is (c)2007 Michael Neill and Genius Catalyst Inc. except where otherwise noted.
Friday, July 27, 2007
Just how complicated can we make this?
I have come to believe some organizations and individuals allow themselves to feel overwhelmed by the task of identifying and sharing knowledge. They decide that managing knowledge is all too complicated and they just don't have time.
So, who said they had to start with the most complicated pieces and go from there? Frankly, starting at the complex, in my humble opinion, will lead to failure. It is like teaching a child to run before they walk or crawl-- simply doesn't work and isn't logical.
If every organization took it upon themselves to be disciplined enough to do the following, experience shows they could shift their culture toward a learning environment. Yes, with just the following changes.
1. For every meeting, create an agenda which includes a well crafted description of the purpose of the meeting, what role is played by the meeting (make decisions, have discussion, create new ideas, etc), identify those who are mandatory and those who are optional, describe each meeting topic and who will present it, and let people know if they are able to send a delegate or not.
2. Designate a note taker at the beginning of the meeting (or before) and clearly describe their role. Do not take verbatim notes (unless it is a requirement) but focus on the key learning, the action items, the areas for further exploration. Get the notes out to people directly after the meeting.
3. At the end of the meeting determine: What are the key learnings from the meeting, Who needs else needs to know them, How will they be shared?
The last three points are key. OK, this is simple, isn't it? Now, try to put it into play. What do you need to have in the organization and in yourself to make that happen consistently. If you do not have discipline to have effective and productive meetings, and share your learning after, what would lead you to believe you will have a successful complex KM initiative?
Let's keep it simple. Here is an example of a website that does just that. They know their audience, they know their content, they make it simple to reach. The subject (astrophysics) is not simple at all. But the subject seems quite uncomplicated on this site. Let's hear it for Harvard!
http://www.cfa.harvard.edu
Don't fret that you have not yet found a way to put social networks to work. Get the basic hygiene of sharing knowledge right and you will come a long way. How complicated do you need to make it?
So, who said they had to start with the most complicated pieces and go from there? Frankly, starting at the complex, in my humble opinion, will lead to failure. It is like teaching a child to run before they walk or crawl-- simply doesn't work and isn't logical.
If every organization took it upon themselves to be disciplined enough to do the following, experience shows they could shift their culture toward a learning environment. Yes, with just the following changes.
1. For every meeting, create an agenda which includes a well crafted description of the purpose of the meeting, what role is played by the meeting (make decisions, have discussion, create new ideas, etc), identify those who are mandatory and those who are optional, describe each meeting topic and who will present it, and let people know if they are able to send a delegate or not.
2. Designate a note taker at the beginning of the meeting (or before) and clearly describe their role. Do not take verbatim notes (unless it is a requirement) but focus on the key learning, the action items, the areas for further exploration. Get the notes out to people directly after the meeting.
3. At the end of the meeting determine: What are the key learnings from the meeting, Who needs else needs to know them, How will they be shared?
The last three points are key. OK, this is simple, isn't it? Now, try to put it into play. What do you need to have in the organization and in yourself to make that happen consistently. If you do not have discipline to have effective and productive meetings, and share your learning after, what would lead you to believe you will have a successful complex KM initiative?
Let's keep it simple. Here is an example of a website that does just that. They know their audience, they know their content, they make it simple to reach. The subject (astrophysics) is not simple at all. But the subject seems quite uncomplicated on this site. Let's hear it for Harvard!
http://www.cfa.harvard.edu
Don't fret that you have not yet found a way to put social networks to work. Get the basic hygiene of sharing knowledge right and you will come a long way. How complicated do you need to make it?
Wednesday, June 20, 2007
Step back Craigs List, look out YouTube
Online person to person marketing continues to expand, change and transition. That is what managing knowledge is all about. People who have a need take hold of what is available and use it to meet that need. In this case, the need is for new and better ways to connect with the external world to sell or trade goods. Creativity and technology intersect to give us a new vehicle: Realpeoplerealstuff.com
“Realpeoplerealstuff.com combines the hottest Internet trends in one, easy-to-use site: e-commerce, snarky writing, funny videos, everyone's desire to be a star and video sharing.”
Truly we are moving into new technologies and fast paced trends which will have long lasting effects. This is one of the latest and quite interesting. How will this effect the managing of knowledge within and between businesses and organizations? Only our own lack of creativity holds us back. Trends used to be fleeting, now they change how we work on a day to day basis. Moreover there is such a fast pace that we can not always identify which trend was the catalyst.
Check it out, see what you think. And then, see how it might apply to your organization. Don't blink. The next trend will be here tomorrow. And it will make a difference.
“Realpeoplerealstuff.com combines the hottest Internet trends in one, easy-to-use site: e-commerce, snarky writing, funny videos, everyone's desire to be a star and video sharing.”
Truly we are moving into new technologies and fast paced trends which will have long lasting effects. This is one of the latest and quite interesting. How will this effect the managing of knowledge within and between businesses and organizations? Only our own lack of creativity holds us back. Trends used to be fleeting, now they change how we work on a day to day basis. Moreover there is such a fast pace that we can not always identify which trend was the catalyst.
Check it out, see what you think. And then, see how it might apply to your organization. Don't blink. The next trend will be here tomorrow. And it will make a difference.
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