Networking is key.
It doesn’t seem to matter what the topic is, whether one is seeking to innovate, create, or simply move forward with the day-to-day work, the entire management community seems to be talking about networking: personal, professional, electronic social media.
We’ve all come to accept that networking is a good thing.
As it happens, I’m a great proponent of networking in the workplace, and I’ve begun to connect the success of KM/knowledge services with the level of successful networking pertaining to KM/knowledge services that goes on in organizations, companies, and businesses.
I am also seeing a pattern – at the senior management level – of informal networking about KM/knowledge services, a “culture” (as I usually call it) in which senior managers speak with one another about the role of high-quality KM/knowledge services in organizational effectiveness.
In doing so, they often speak about people in the organization they’ve identified who understand the role of efficient and effective KM/knowledge services, people they can bring into the conversation to speak about the value of KM/knowledge services.
We generally refer to these people as knowledge thought leaders, people who “get it” when it comes to working with KM/knowledge services.
But who are these people? How do you identify knowledge thought leaders in your organization? In your place of business, what are the attributes, the characteristics of a knowledge thought leader?
guystclair says
Kevin Cronin at LinkedIn’s Local Knowledge Online Group wrote: ebrary search results for knowledge AND “thought leader” (799 eBooks) http://bit.ly/bJ8a9A.
Well said, Kevin. Thanks for sharing.
guystclair says
Nick Milton at LinkedIn’s Knowledge Managers Group wrote: “I think you have to define what you mean by “knowledge thought leader” Guy!”
GStC: Good for you, Nick. Actually, I do have my own ideas about what a knowledge thought leader is, but I was trying to be provocative.
I wanted to see what other people have in mind when they’re thinking about a “knowledge thought leader.”
OK. Here’s my take. I think the knowledge thought leaders in the organization are the people who connect knowledge development and, especially, knowledge sharing with the larger, enterprise-wide success.
In my experience, lots of people can’t seem to get beyond their immediate functional unit or division, and for the organization to really be what I think of as a “knowledge culture,” people have to relate their work with information, knowledge, strategic learning with the overall success of the organization.
That means, in my opinion, connecting knowledge development/knowledge sharing (KD/KS) with whatever the vision, mission, and business/management strategy of the organization is.
Perhaps a little basic, but to me, the people who do this (with an emphasis on the “sharing” bit) are the people who are the organization’s knowledge thought leaders.
Make sense?
guystclair says
Xolani Dube at LinkedIn’s KM Practitioners Group wrote: “I will say is the leader or manager, who listen to his/her employess or subordinate suggestions, take their advice and intergrate or align them with his/her ideas to take an informed decision for the benefit of the organization. That type of leader or manager is open for criticism and learn from them as well. Futhermore s/he allows employees to take initiative, and propose new projects and support them, more importantly s/he allow employees to lead and s/he take the glory afterward. I will end with this unfamiliar character, which is acknowledging the mistake s/he has done, and apologise if need be.”
GStC: Very much agree with Xolani – isn’t listening the key to good management, and if we’re going to excel at managing knowledge in the larger organization, don’t we have an obligation to “put ourselves in the other person’s shoes,” to get an idea of what the critical KM/knowledge services needs are? That, to me, is what a knowledge thought leader does – he or she listens and then responds….
guystclair says
Steven Botsime At LinkedIn’s KM Practitioners Group wrote: “If I may just ask does Psychology relate to Information and Knowledge management? and how?”
GStC: And Steven, yes, KM/knowledge services is all about psychology, human relations, interactions among fellow workers. That’s why our definition of strategic learning is so basic: it’s anything you learn (share) that helps you do your work better. It doesn’t matter whether it’s a formal course or a conversation with the person working in the next cubicle, if it helps you (and him/her) work better, that’s strategic learning. So it’s all about human psychology, isn’t it?
guystclair says
Andre Pulido at LinkedIn’s KM Practitioners Group wrote: “A thought leader is primarily a leader first. This person also hates complacent attitudes and actions. Finally this person always strives for continual improvement in people, process and technology (in that order).”
GStC: Andre’s comment is also a cogent response to our question: I like your succinct response, Andrew: knowledge thought leader = leadership + anti-complacency (don’t know the opposite of complacent – I would probably say something like “enthusiasm” or “excitement”) + continuous improvement. Well said. I really like this. A neat formula for management to be looking for (and encouraging)….
guystclair says
Steven Botsime at LinkedIn’s KM Practitioners Group wrote: “People who can be considered as knowledge thought leaders must be leaders who realise the importance of knowledge management. Such leaders must work towards creating a learning culture through-out the organisation. Knowledge thought leaders captures lessons learned and preserve them (on a knowledge repository) for future usage this is one of the very important knowledge management qualities that ensures that mistakes are not repeated and best practices are known through out the organisation. A knowledge thought leader must be able to promote collaboration and team work, this will create human intelligence netwoks and collaborative intelligence.”
GStC: And definitely agree that a knowledge thought leader must realize the importance of KM/knowledge services. That’s a given.
guystclair says
Benny Phaladi at LinkedIn’s KM Practitioners Group wrote: “For me, knowledge thought leader should be considered to be someone who faciliate and nurture the conditions necessary for evolution of knowledge sharing networks and social capital dimensions and assets. Driving organizational culture and strategies that serve to advance the goals of knowledge transfer and retention efforts, are key and critical for someone to assume the role of knowledge thought leader. One should remember that social capital dimensions of networks / relationships within the company affect the transfer of knowledge between network members. So social capital development is very central to the idea of knowledge thought leadership. In a nutshell the knowledge thought leader s/he should be someone who create, nurture and support organizational conditions necessary for the formation of both formal and informal knowledge networks – which ultimately contribite to social capital and knowledge assets of the company. And knowledge sharing within companies take place within context of such networks of people formally or informally. Leadership development throughtout and downwards within the org. structure is also critical in the knowledge thought leadership.”
GStC: Well said, Benny. Certainly agree that it’s the role (and responsibility) of the knowledge thought leader to drive, as you put it so well, “organizational culture and strategies that serve to advance the goals of knowledge transfer and retention efforts.” In my opinion, though, it’s more than that. The true knowledge thought leader has an inspirational, almost an aspirational role, and from that comes a “following” one might say, of people who understand the role of knowledge development and knowledge sharing in the larger organization. Thanks for that good comment, Benny.
guystclair says
Bryan Murphy at LinkedIn’s Knowledge Managers Group: “I agree with Guy. Part of KM for me is thinking at a higher level, that is, at the level of the system, beyond the functional unit. It is a question of cultural values . What is important for the health of the system for the success of the organisation. This is easier than it sounds, organisational culture is often tied to functional roles and responsibilities as identified by Guy .
“When you look at the issues of climate, taxation health and education as examples, much of the discussion often heard is about my patch, my fuction if you like, when it is I believe, a system issue. That is , what is good for the system as a whole ?
“In organisations I believe KM is not about me or my functional unit its about the organisational system. At the level of the system the question then becomes the followoing. How can knowledge build organisational capability towards competency to improve the organisational system as a whole?.”
GStC: Good perspective there, Bryan. One of the challenges in my work as a KM/knowledge services consultant is this whole idea of “the big picture.” It’s really difficult for some people to see beyond their own little corner of the workplace – as you point out – and one of the essential functions/attributes of a knowledge thought leader is an ability to draw people out with respect to their role in KM/knowledge services for the whole company.
guystclair says
Matthew Loxton via LinkedIn’s Knowledge Managers Group write: I suppose what makes any “thought leader” is that they infect others with some kind of idea, whether that is folding the toilet paper or wearing earrings or making high-quality fishing rods.
Do we also mean that these leaders need too be good at some craft or occupation as well? Are they just Connectors, or are they supposedly Mavens and Salesmen as well?
GStC: Perhaps all of the above, Matthew? In my experience and from my observation, the people I identify as knowledge thought leaders in an organization or company are indeed people who “infect” others. Often it’s through sheer enthusiasm or some special focus (earrings or how toilet paper is folded) but to qualify – in my opinion – as an organizational thought leader these people must also be experts at their particular subject field or discipline (what you refer to I think as “some craft or occupation”), be knowledgeable about and understand the role of knowledge in the workplace and in society. And they are definitely connectors, people who link up others who share their enthusiasm and their expertise. And, yes, selling is part of that (as it is in just about anything we undertake where we want to bring others into the picture and have them share our enthusiasm).
guystclair says
Guillermo Villanueva Valle via LinkedIn’s Knowledge Managers Group: Thanks Guy. We do what we can and a little more.
Matthew, I think it’s more than a Mavens and Salesmen, you need a great technical mastery to achieve valuable knowledge. The Knowledge Manager should be capable to convert data into knowledge clear, accurate and useful, and its function is not only that, him should be able to make other people understand that information and use it on behalf of the company.
GStC: OK. We’re seeing a pattern here, aren’t we? technical mastery, an understanding of how to transition data so that the resulting knowledge is clear, accurate, and useful. This is beginning to sound a little like a combination of coaching/mentoring and mastery in communications skills. Absolutely! Well said, Guillermo.
guystclair says
Naz Bahadur via LinkedIn’s Knowledge Managers Group: In my view a knowledge thought leader would go beyond technical and cultural understanding of a business-wide knowledge solution. It would extend to understanding how knowledge can be shared and used across multiple channels, businesses and even countries. So for example one business may do better to utilise the expertise and knowledge of another business rather than duplicating knowledge. eg a software/computing business might do well to get an agreement with major knowledge ‘suppliers’ eg Miscrosoft, Apple, etc and link in to their knowledge and re-use this rather than build from scratch. The knowledge thought leader may also understand and define how knowledge can be used in other forms eg through an IVR, handheld device, retail outlets, etc. The thought leader(s) for me may sit within the knowledge management team, above it or outside it, i wouldn’t see it a single defined role; however putting all this thought leadership into an agreed and defined strategy and leading the way would be done by the knowledge strategist/head of knowledge. So in summary, a knowledge thought leader is simply someone who has a deep enough understanding of KM and its guiding principles and methodologfies to be able to make meaningful contributions to the KM vision at a high/broad level. For me, the KM team/KM manager by default should have the technical skills and communicaton skills to put in place the practices to ensure all knowledge is clear, accurate and useful to its intended audience.
GStC: Thank you, Naz Bahadur, for that cogent and useful comment, especially the last sentence. Well, all of what you said resonates well with our topic but I am particularly taken with your explanation about what being a knowledge thought leader means to you specifically. Agree totally that this person would by default have the technical and communication skills but – agreeing what others have said – combining those skills to lead to practices that ensure clarity, accuracy, and useful is key. Appreciate the good comment.
Sergio Storch says
Guy, I appreciate the richness of this discussion. I have a practical question to ask:
in a concrete situation where you have a large organization and want to identify the KM thought leaders, which of these methods would you prefer?
a) formulate the traits of these guys and then ask the managers to tell you who in their teams fits to each of these traits of an ideal profile? Would you use a scale for that?
b) throw a bottle in the sea (in the network) and ask people at all levels to self-rate themselves?
c) the same but ask all people to tell who in their personal networks correspond to those traits?
Which pros and cons you have for each of these methods?
Thank you
Sergio Storch
Brazil