KNowledgeLeadershipWorkshopSHELLEY09

© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for

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Workshop G:

Being a Successful Knowledge Leader

What knowledge practitioners need to know to make a difference

Arthur ShelleySydney August 7, 2009


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Workshop Focus

Conversations to sustain ongoing delivery of benefits Performance alignment

Identify areas of focus (strategic gaps) Conversations that Matter

Build experiences and capabilities 5C Value Spirals

Communicate to drive benefits, engagement and support


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Context for Conversations that Matter

Conversation

Options

Priorities

Decisions

Actions

Outputs

Outcomes

Environment Layers

Opportunities

Issues

Strategies

Tactics

Discovery

Improvements

Emergence

Research

Capabilities

Relationships

Innovation

Trust

Creativity

Understanding

New knowledge

PERFORMANCE


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Conversations that Matter - Purpose

GrowthEfficiencies

Talent AttractionTalent Retention

Continuous improvement

Discovery (new K)

Relationships, Partnerships

Leverage assets

Performance improvement

Culture, Trust, Loyalty

Benefits

Wider community

Consumers

Shareholders

Business Partners

Clients

Groups or functionsEmployees

Individual or teams

Leadership

Beneficiaries

Products

Projects

Human Interactions

Services

Programmes

Processes

CommunicationsTeams and Communities

ToolsObjects

Outputs

Productivity

SustainabilityInnovation

Competitive Advantage

CreativityCultural Adaptability

ReputationCapability

Outcomes

What wish to

achieve?

Business continuityStrategic alignment

Decisions


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Outcomes of KM: Success Language

Use knowledge management principles to:

Improve performance, enhance decisions Ensure business continuity & productivity Engage the workforce, leverage diversity Increase competitive advantage Discover new opportunities Build networks and relationships Minimise or mitigate risks Leverage existing known solutions


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Report Structure

Introduction

Capability themes for knowledge success

Capability support toolkits and methods

Application of capabilities

Examples of knowledge capability

Getting started on making a difference

A framework

References


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Kn

ow

led

ge

Fra

mew

ork


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Knowledge Elements in Framework

Market Research

Knowledge Audit

Knowledge Strategy

Capability Framework

Resources plan

Project Plan

Project Review

Portal, Search, CMS

Wiki & Blog

K Transfer Matrix

Communications Plan

Website, S’holder news

Media release

Conversations that Matter

Reflective Thinking

Knowledge Profiles

Sense-making, Narrative

Stakeholder Matrix

Communities of Practice

Collaboration spaces

Conversations that Matter

Anecdote circles

Peer Assist, Perf. Objectives

AAR & Lessons Learnt

Success Stories, Mentoring

Rewards and recognition


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Interdependent Capability Themes 1-10

Behavioural awareness

Business orientation

Strategic approach

Continuous open-learner

Adaptable Mindset

Reflective decision-making

Collaborative leadership

Trust & trustworthiness

Influential communication

Participative presence

Knowledg

e

Leadershi

p

Shelley 2009 Being a Successful Knowledge Leader


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Interdependent Capability Themes 11-20

Change adept

Project alignment

Emotionally intelligent

Sense-making, narrative & stories

Leveraging networksFuture focused

Evolving processes

Personalised relationships

Environmental evangelist

Outcomes orientated

Knowledg

e

Leadershi

p

Shelley 2009 Being a Successful Knowledge Leader


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Behaviour drives Performance

Performance = Capability * Motivation * Influence *

Role

Skills, Training, Behaviour

Network and Relationship Management

Limitation of Resources * Risk

Attitude, Behaviours, Values,

Incentives, Environment

Clarity, Fit, Role definition,

Matched behaviourAdapted from David Clancy and Robert Webber (1999)

Roses and Rust: Redefining the Essence of Leadership in a New Age


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5C Value Spirals

C2

C4

1C5

C3

CONTEXT

1. Communicate Engagement

2. Connect

3. Collaborate

4. Capitalise

5. Communicate Success story


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Awareness

Attitude

Ability

Action

““What’s this?” “Why do What’s this?” “Why do we need to change?”…we need to change?”…

““Won’t affect me” “We’ve Won’t affect me” “We’ve wasted too much already…”wasted too much already…”

““I don’t know how to...”I don’t know how to...”

““I don’t know what to do...”I don’t know what to do...”

““It’s clear that WE It’s clear that WE need to do this”need to do this”

““I see the value and am I see the value and am committed to making this committed to making this a success”a success”

““I feel equipped for I feel equipped for my new role”my new role”

““I know what to do”I know what to do”From To

What response: Feel…Think….Do

What is … to … What is possible


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Selling Knowledge Initiatives and Engaging Stakeholders

Pitch “Cheat Sheet” exercise

Focus on EACH of your audiences

Lead from behind, create a senior hero

Sell actions IN to secure engagement

Communicate benefits OUT to maintain


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Collaborative flow of Interactions

Determine what you collectively know and how to share and leverage it.

Theme issues and opportunities and assess their relative value.

Decide which are worth collaborating on vs best done independently.

Prioritise on alignment with organisational goals and strategies.

Focus on some initial projects with tangible benefits for credibility.

Demonstrate benefits for confidence and reduce resistance to change.

Communicate successes widely to drive awareness and participation.

Optimise team interactions (processes and tools, local and virtual).

Build active networks and communities, experiential learning.

Facilitate a collaborative culture

Embed these processes into normal operations.


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Match the behaviour to requirementsBehavioural adaptability is

YOUR responsibility

Successful leaders know which animal to be to optimise outcomes


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Leading your Ecosystem


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Do What?

With Whom?

By When?

WHY?What

benefit?

Share concepts of this conference

Peers and boss

Next week

Increase awareness

Facilitate potential improvements dialogue

Fred Time:D/M/Y

Improve Productivity

Create a risk register for the business change initiatives

Margaret (for the CHRO)

November Team meeting

Improve alignment with business goals

Focus on Small SMART Objectives and early wins for credibility

Save the planet By myself

Yesterday

‘cause I’m good!

Improving Performance


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Contact

Arthur [email protected]

[email protected]+61 413 047 408

KNowledgeLeadershipWorkshopSHELLEY09

Business

Transcript of KNowledgeLeadershipWorkshopSHELLEY09