KNowledgeLeadershipWorkshopSHELLEY09

Workshop G: Being a Successful Knowledge Leader What knowledge practitioners need to know to make a difference Arthur Shelley Sydney August 7, 2009

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

Context for Conversations that Matter Opportunities Issues Strategies Tactics Discovery Improvements Emergence Research Capabilities Relationships Innovation Trust Creativity Understanding New knowledge PERFORMANCE Conversation Options Priorities Decisions Actions Outputs Outcomes Environment Layers

Conversations that Matter - Purpose Growth Efficiencies Talent Attraction Talent 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 functions Employees Individual or teams Leadership Beneficiaries Products Projects Human Interactions Services Programmes Processes Communications Teams and Communities Tools Objects Outputs Productivity Sustainability Innovation Competitive Advantage Creativity Cultural Adaptability Reputation Capability Outcomes What wish to achieve? Business continuity Strategic alignment Decisions

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

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

Knowledge Framework

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

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 Knowledge Leadership Shelley 2009 Being a Successful Knowledge Leader

Interdependent Capability Themes 11-20 Change adept Project alignment Emotionally intelligent Sense-making, narrative & stories Leveraging networks Future focused Evolving processes Personalised relationships Environmental evangelist Outcomes orientated Knowledge Leadership Shelley 2009 Being a Successful Knowledge Leader

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 behaviour Adapted from David Clancy and Robert Webber (1999) Roses and Rust: Redefining the Essence of Leadership in a New Age

5C Value Spirals

Communicate

Engagement

Connect

Collaborate

Capitalise

Communicate

Success story

C 2 C 4 1 C 5 C 3 CONTEXT

What is … to … What is possible Awareness Attitude Ability Action “ What’s this?” “Why do we need to change?”… “ Won’t affect me” “We’ve wasted too much already…” “ I don’t know how to...” “ I don’t know what to do...” “ It’s clear that WE need to do this” “ I see the value and am committed to making this a success” “ I feel equipped for my new role” “ I know what to do” From To What response: Feel…Think….Do

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

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.

Match the behaviour to requirements Behavioural adaptability is YOUR responsibility Successful leaders know which animal to be to optimise outcomes

Leading your Ecosystem

Improving Performance Yesterday November Team meeting Time: D/M/Y Next week By When? ‘ cause I’m good! Improve alignment with business goals Improve Productivity Increase awareness WHY? What benefit? Focus on Small SMART Objectives and early wins for credibility Peers and boss Share concepts of this conference Save the planet Create a risk register for the business change initiatives Facilitate potential improvements dialogue Do What? By myself Margaret (for the CHRO) Fred With Whom?

Contact Arthur Shelley [email_address] [email_address] +61 413 047 408