I am just coming back from Arusha, Tanzania where I was with a colleague who recently shared an article about what unforgettable bosses do. A very useful article, though quite general…
…so a good opportunity to examine what an unforgettable KM boss does.
Much of the rationale for bosses in general (in the linked article above) still applies, of course, to KM bosses. Yet there are specific traits that KM bosses should also be doing to lead by example. All these have to do with the basics of KM of course: conversation, documentation and learning. Oh, and that little something extra…
Conversation: Be ultra-social with a purpose
Unforgettable KM bosses should always be approachable and keep their door open. They should always be the first to share information with relevant people, to be active on social media, to ‘be there’, not to be shown, but to be useful.
Their trademark is to connect people and ideas together to create opportunities for improved action etc. and to make it happen, with creativity, engagement, fun and passion. To be ultra-social, but with a purpose…
Documentation: Let information flow, simply, and for the people
Unforgettable KM bosses are processing information at all times. Strategic and operational. They let it flow and try to simplify it as much as possible.
In order to do this, they organise information management for their team appropriately and consistently, they create routines for themselves and for others, they encourage everyone to get into personal knowledge management to also (among others) get on top of their own information management routines.
In doing this, they have a keen eye for every detail of that info-structure, but they keep people at the centre of it. Information never supersedes people. Because it’s people that get jobs done, not information…
Learning: Increase the ripples of reflection
Unforgettable KM bosses put all their greatest efforts into learning, because that is what makes them and people around them more effective and also happier. So they do some or all of the following:
- Review actions on a very regular basis with their staff. From simple after action reviews to larger evaluations;
- Coach their staff to get the best of them, and to facilitate their own learning – as in the apprentice model;
- Recognise their own mistakes and draw useful lessons from them – and similarly invite their staff to recognise their own mistakes to distill important lessons from them;
- Organise regular touch-base chats to get additional feedback loops, without dragging on (one could re-engineer the famous Einstein quote to say: “everything should be shared but not everywhere all the time”)…
And that little something extra…
In order to be truly memorable, much like other bosses, KM leaders should be able to inspire collective action. This happens if you do the following:
- Create an informal atmosphere, which is all the more important since KM feeds off trust;
- Seek perfection but know when to settle with the 80% (or the quick & dirty) is good enough, again keeping people at the centre of attention;
- Seek the next challenge, always, and motivate your staff by drawing them onto the collective vision, and bringing KM right into that bigger picture. Stimulate your staff to see that bigger picture and that next challenge at all times;
No doubt, quite an ambitious program, including for me as a newly promoted manager… Well that’s my next challenge then ;)
As for employees, we know what the portrait of the modern knowledge worker looks like already…
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