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Knowledge Leadership Workshop Delivered at KM Australia 2009 based on book Being a Successful Knowledge Leader by Arthur Shelley
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© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
1
Workshop G:
Being a Successful Knowledge Leader
What knowledge practitioners need to know to make a difference
Arthur ShelleySydney August 7, 2009
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
2
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
3
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
4
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
5
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
6
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
7
Kn
ow
led
ge
Fra
mew
ork
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
8
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
9
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
10
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
11
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
12
5C Value Spirals
C2
C4
1C5
C3
CONTEXT
1. Communicate Engagement
2. Connect
3. Collaborate
4. Capitalise
5. Communicate Success story
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
13
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
14
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
15
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.
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
16
Match the behaviour to requirementsBehavioural adaptability is
YOUR responsibility
Successful leaders know which animal to be to optimise outcomes
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
17
Leading your Ecosystem
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
18
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
© Arthur Shelley 2008 under Creative Commons License. Available for public use provided source is acknowledged. Permission of the author required for
commercial use.
19
Contact
Arthur [email protected]
[email protected]+61 413 047 408