Working Out Loud: Advocate (Part 3 of 5)

Howie Advocate

Show up whenever possible. (Part 1)
Ask to speak with senior leaders; chances are they will see you. (Part 2)
Advocate for yourself and others. (YOU ARE HERE PART 3)
Speak to the heart and mind.
Have faith and courage.

Part 3 “Advocate”

Politicians are often heard touting about themselves in order to prove their value. In recent times, we have seen an interest in people like Donald Trump and he is sure making a case for himself. If anything, you know his name and you are aware that he has made a lot of money in business. Consider that he has made a career of raising awareness of his brand. In our world, a person that is perceived as a “nobody” has to become a “somebody” or wind up as “anybody.”

A lot of us aren’t politicians or branding experts and when I walk into a room, people generally don’t know who I am. I really don’t like to write about myself and if someone asked me to do it a few years ago, it would have felt that it was more like a chore than a pleasurable event. What I have learned is that when I started thinking about and writing about people that I appreciate, there was a positive impact on me. It was much easier for me to see what others have done. I was able to learn more about myself in the process and as a result of my writing about them, people learned something about me. It has become part of my life at home and in business to advocate for others given the opportunity. I have had the benefit and honor of others advocating for me as well. It feels good to have someone help you but as you may know, it feels great to help others and learn through the process.

Working Out Loud and Raising Awareness

What is that story of you? In order to help others and advocate for yourself, it is important to start practicing. There are many ways to start and I am sharing, some of the things I do that have consistently worked for me.

  1. One of the first things you can do that is fairly easy and productive is to write three types of resumes. I will have a follow up blog about writing resumes and more details on what each type looks like, but for this blog, what you need to understand is that going through the process of thinking about your history is helpful and knowing your own accomplishments is important.
    1. Super type – This is the short history of nearly everything about me.
    2. Referral – This is used for customization when someone asks, “Did you ever…?”
    3. General – This is what the public sees on LinkedIn or other places that have information about me.
  2. Make a presentation about yourself and share it with people who know you. If you want some examples, let me know and I will share or send them to you.
  3. Start a blog or write for someone else. You can use many services http://topsitesblog.com/blog-websites/ or you can write on a friend’s blog as a guest writer. You can also write on LinkedIn.
  4. Write recommendations for others both inside and outside your organization. When someone does something for me at work, I will write his or her leadership about it. I write constructive thank you notes to people outside of work as well. It is important to recognize and reflect how people have a positive impact on your life. I have written about people who are living and people who have passed away as well “Remember Arden
  5. I also work to practice what I would call “respectful connections” where I ask people if it ok to advocate for them. There are people for one reason or another who don’t want anyone to know too much about them. I know a few Intel guys who don’t go on any social media or use email or phones (just kidding on the phones). They like to keep a low profile and I respect that.

If you have any questions or comments, post them. If you would like some examples of anything I brought up here, let me know and I will be happy to send them.

Part 4.. Speak to the heart and mind

Nelson Mandela said, “A good head and a good heart are always a formidable combination.”

Lesson From the Pope

Today Pope Francis spoke about trust and our interconnectedness.  He essentially said that the more we focus on ourselves as individuals, the more we are lost and alone.   I believe that is true as well.   We have lost something of ourselves in our social media.   When I was a child,  I knew the names of the people who owned local stores and they knew me.    We don’t talk to each other, we broadcast and in that mode of communication, we are losing our humanity.    It is very difficult to build trust today.   It is difficult to read and listen to each other because we are overwhelmed with information.   It is difficult to know which information is true or false and we get so much information that it disables us.

We are so connected that we are disconnected.  It is that simple.   The lesson that I took from the Pope during this visit was to look up over the phone, the tablet, the laptop, the book, the newspaper or whatever it is that has us distracted and find ways to be a connector.

Just one day before, Pope Francis was late on his trip to Philadelphia, we had the news on in the background and I was pouring a cup of coffee.   The Pope was stepping off the airplane and into his car for his drive over to Philly.   I heard one of the commentators ask why the car was stopping.   I looked up and walked towards the television to see what was happening.  The Pope had stopped his car and gotten out, he walked over to a boy in a wheelchair, he leaned over and he kissed his head.  He looked up and held the hands of the boys mother; she was full of tears and saying, “Thank you, thank you.”  I immediately started to tear up in appreciation for the true kindness and totality of this act.   The world was literally waiting for him (Pope Francis) but no one at that moment was more important to him over this family.    For the boy, maybe nothing, for the parents it is hope.   It is this recognition that we must have hope and that we must build trust and relationships beyond some social network construct.   We must practice good listening and empathy over broadcasting.  We must become “connectors.”

I recently read, Synchronicity by Joseph Jaworski. This book is 20 years old, but speaks of both collective intelligence and our interconnectedness.  Awareness and belief that we are all connected is nothing new.  It is this knowledge that fundamentally drives us to a desired outcome of connectedness.  The challenge that we have is in our substitution of technologies as a replacement or placeholder for our actual human interaction.  The Pope demonstrated in his actions the other day his keen awareness of the spaces between.  It is no coincidence that change management starts with “awareness”

This brings me to the thinking about what I can actually do about this challenge.    I have to ask what being connected means?  I have to think about actions and activities that will help me be more connected but moreover, have better awareness.  I believe we must practice building trust by getting past the social network and building relationships with hand shakes and if you know me… hugs every so often.    To what end do we practice these behaviors and what do we aim to achieve? I think Joe Jaworski thought about this when he met with the physicist David Bohm.   They had a conversation around the connected universe, but Bohm boiled it down in some practical thinking as follows:

Dialogue: Collective Thinking and Listening

“From time to time, (the) tribe (gathered) in a circle. They just talked and talked and talked, apparently to no purpose. They made no decisions. There was no leader and everybody could participate. There may have been wise men or wise women who were listened to a bit more ­ the older ones ­ but everybody could talk. The meeting went on, until it finally seemed to stop for no reason at all and the group dispersed. Yet after that, everybody seemed to know what to do because they understood each other so well. They could get together in smaller groups and do something or decide things.” -David Bohm, “On Dialogue”.

Finally Peter Marino corporate trainer wrote on active listening… from Madelyn Burley-Allen and Michael Nichols respectively.

  • Taking in information from speakers, other people, or ourselves, while remaining nonjudgmental and empathetic.
  • Acknowledging the talker in a way that invites the communication to continue.
  • Providing limited, but encouraging input to the talker’s response, carrying the person’s idea one step forward.
    Listening is the art by which we use empathy to reach across the space between us. Genuine listening means suspending memory, desire and judgment, and for a few moments, at least, existing for the other person.

Summary

Religious or not, we can learn something from the actions of Pope Francis and this is coming from a Jewish kid from Co-op City in the Bronx.   We can work on a daily basis to find the space between and make ourselves aware in order to connect with others on a deeper level.  These connections will lend themselves to a more collective intelligence,  if we focus on people through our humanity and not through the lens of our IOS devices.

Questioning Practice: Why we keep questioning what KM is…

What Knowledge Management is .. not..

I need to implement a system to get our people to share information so that when they or others leave, our company can continue to make widgets and make money.

I need to build a process to suck the brains out of our staff so that we can shed them (the people) when we are finished with them.

I need to buy a technology so that I don’t need to consider people at all.

I was a consultant not long ago and I was part of a lot of discussions that sounded very close to this.   Currently, I read articles, blogs, tweets and books about what knowledge management is “as defined.”   As a practitioner I am pretty frustrated about the lack of continuity in discussions around this subject.   Over the years I have had the benefit and honor of meeting hundreds of people working in this field.   We have a challenge that we as KM practitioners must address and that is the questioning of the KM practice itself as opposed to the challenges of the practice.

The bottom line here is that no matter how it is discussed, knowledge management isn’t a thing and it certainly isn’t one thing.  It is an area of practice, it has a an ecosystem of people, process, methods and tools.  What is most often missed is the focus on the outcome of knowledge management over the implementation of some one system or process.

KM is multiple disciplines used in patterns to accomplish various outcomes all in support of getting the right information / knowledge to the right people, at the right time, to help them achieve their purpose.

The complication of this work stands in the nuance of the details in practice.   A medical doctors job is to heal or to exert a healing influence.   I never see articles that question why medical doctors research new tools, process and practice to heal patients.    In fact,  this year at the APQC event one of the speakers in a Neuroscientist.  Will someone question how the brain is related to KM?  There is a clear connection with the relationship of how people work and perceive the world and how they share.  If we are worried about the connection over the objectives, we have a problem here.  I have to wonder if our community is doing a good job of framing the practice.    As a consultant.  I found myself consistently defining KM.

“We know there are many definitions for KM and…so, we are going to say that KM is..”   What I did that may have been different than other consultants was check myself at the door.   As part of the SKIM Leaders yahoo group led by Stan Garfield https://sites.google.com/site/stangarfield/ I listened to some of the 500+ members of the group as they have and continue to define and normalize terms and practice.

In other words, I am looking to demystify the practice of KM.   We keep questioning what KM is as opposed to questioning what we can do to help each other accomplish our goals.  It is like arguing about what art is as opposed to working together to create a beautiful or compelling piece.   As we continue to question the practice we have an iatrogenic effect in that we confuse the people we seek to help.

The Wake Up

Unless the Ray Kurzweil has a new epiphany on the singularity, we will have a little time before the rise of the machine. 

This means that we have a need to share knowledge and we have had that need through all of human history, no matter what it was called.   Are we going to continue to scratch our heads around this need or start levering our best tools, lessons learned, practices and stories to be as effective and impactful as possible?

Helping Toxic Co-Workers (Aesop Twist on The Scorpion and The Frog)

frogforyou2

Toxic Behavior

I have a great friend and teammate named Kim who was lamenting about the behavior of some people in the workplace. Kim raises some very good points in that people can be incredibly selfish and self centered.  Of course no one is perfect but sometimes their toxic behavior impacts our own behaviors.  If someone hurts you repeatedly, do you still help them?   How do you engage employees that have intent on hurting you to better their own position?  How do you deal with direct reports or even leadership who may be jealous?  How do maintain yourself and be consistent as the person you are choosing to be?

When you are a passionate worker that cares about the work and the outcome of your activities, it is easy to be mistaken for someone who wants to LEAD that work and those activities.   Just because you care doesn’t automatically mean that you want to be in charge.   That being said,  people who are passionate and involved happen to be productive.  Productivity leads to recognition and a so on.   You can easily find yourself in a leadership role that was thrust upon you without your desire to have that role.

The key factor is that you don’t have to be a leader in title to be a leader in practice.   You can always lead from where you are.

While serving active duty in the Navy as a Damage Controlman, I walked the decks as a watch stander looking for dangers to the crew and ship.   In one occasion, the ship was being worked on by welding and pipe-fitting teams which strung toxic gas hoses all through the ship.  As I walked up the ladder way from a lower deck, I quickly realized a faint garlic odor.  That was a sign of danger (they add the odor).   I ran down to my shop and grabbed a gas detecting device to determine how much gas was in the air.  I knew it had to be more than allowed because the odor was so powerful and I could start to feel dizzy.   Once I found that the numbers were high, I immediately yelled for everyone to get out of the closed spaces and get outside.    I ran to the Officer of the deck whom has direct responsibility for the safety of the ship and told him of my concerns.   I said “sir, clear the decks, it is an emergency.”  In that very moment, he looked at me a young Petty Officer many ranks below him and said to watch stander, “do as he says, clear the decks.”    The shipyard workers found the broken and damaged hoses but at that very moment, I was assuming a role by context and nature to protect my ship and crew and to lead from where I was.   Any of my shipmates in my position from my perspective should have done the same.  Most people that noticed the odor while in their spaces and passageway ignored it.   It was later found that if we all ignored the issue, anyone in the immediate area of exposure would have been unconscious within 5-7 minutes.

None of this meant at any point that I wanted the job of the Officer of the deck.  

Changing You

I don’t want to get hurt.  I don’t understand why someone would want to hurt me.  It doesn’t make a lot of sense.  The fact is that it doesn’t make sense because it isn’t logical, it is emotional.

In Aesops Fable The Scorpion and the Frog

A scorpion and a frog meet on the bank of a stream and the
scorpion asks the frog to carry him across on its back. The
frog asks, “How do I know you won’t sting me?” The scorpion
says, “Because if I do, I will die too.”

The frog is satisfied, and they set out, but in midstream,
the scorpion stings the frog. The frog feels the onset of
paralysis and starts to sink, knowing they both will drown,
but has just enough time to gasp “Why?”

Replies the scorpion: “Its my nature…”

http://www.spectacle.org/995/scorp.html

Can people change? If someone hurts you over and again by attacking your credibility or backstabbing you by playing office politics or ignoring you, what do you do?  Do you change yourself?

The Frog is Satisfied

This is the part we really need to focus on.  The frog heard the answer from the scorpion and took the chance knowing that the scorpion has a long history of doing scorpion things, like stinging stuff.     The point is that the frog had options other than just accepting the scorpions answer and taking him for a ride.

What if we were to introduce some other characters?   Helping someone doesn’t always mean that you are the actual helper.  You could take that leadership position and lead from where you are and recognize that .. well …you know, over the course of history, the scorpion by its very nature will strike, because that is what they do.   What can I do to help the scorpion get to the other side but not get hurt?

I will save you.. Mr. Scorpion.. !

Introduce another opportunity to help.  I would rather carry the world through the power of the crowd than pretend I could bear the burdens of Atlas.   That is how we get crushed.

If the frog would have simply recognized that he doesn’t himself have the ability to help the scorpion and protect himself, he could have phoned a friend.

Toxic Coworkers

After school, I am gonna find you and beat you up.- 10 year old JayBee, Bronx, NY

We have been dealing with people all of our lives that put pressure on us or create a perception of crises.  These people could be dysfunctional or maybe dysfunctional is normal.  Regardless, we have to make a choice on how we respond and who we want to be as people.  It is our choice to be kind.  Being kind doesn’t mean that we have to be vulnerable.  If you want to feed a shark, you can throw some meat over the side of the ship, you aren’t obligated to jump in the water.

Advice from Dr Paul White  (http://www.drpaulwhite.com/how-to-deal-with-dysfunctional-people-and-not-go-crazy-yourself/)

1) Realize that the current “crisis” is probably not a crisis (you could see it coming a long time ago) and they will be able to live through it.

2) Remember that if you “help them out” this time, you will be expected to help them out again (because the issue is really their misbeliefs about life and the resulting poor choices they make, and they will continue to do so.)

3) Do not accept false guilt from the dysfunctional person. The whole problem is not your fault and it is not your responsibility to fix the problem or rescue them.

4) Talk with and get support from others whom you believe are functional. You need affirmation that you are thinking clearly and responding appropriately to the situation.  Otherwise, you will start to second-guess yourself and may “give in”, thinking “just this once won’t hurt.”

Now all of this can sound rather hopeless — can’t people change?  Yes, they can.  But they have to decide they want to change.  And often, individuals with severely unhealthy patterns have to “hit the wall” of reality — that their beliefs about life and their way of living doesn’t really work because they don’t match the way the world really works.  Continuing to “help them out” only prolongs their dysfuctional patterns because they are not experiencing the true (and usually hard) consequences of their approach to life.  So the best way to help them is to not “help” them.

At the end of the day, if you want to help and you can’t see a clear path on how to do it and you are feeling as if it is bringing you down, be who you are but call a turtle!

1 Simple Idea For Employee Engagement

employeeengagement

One Thing with 52 Parts

Scenario

My team was put together virtually as a result of organizational changes.   All of us had experienced some form of “disaster fatigue” due to operational and economic concerns.   All of us were working on different client sites located across multiple geographic regions and we were experiencing rapid change.  On any given Monday, I received word that I had “people” and that I should engage them.  I realized that due to the conditions of 50+ hour work weeks, geographic dispersion, depression about economic conditions and future outlook and a lack of cohesiveness in the team, this would be a difficult challenge.

Idea

Leadership as most know is about communication.  It is about communication of intent, purpose, clarity, consistency, understanding, faith, trust, vision, strategy and value.  My goal was to quickly pull our team together under the best conditions and give them the ability to execute and trust up front but offer them tools and my time to enable them for success.  The result of this idea manifested itself in the form of a letter to my team.

I would like to try something different with you all. This is part of the work I am performing in Knowledge Management and I would like to see how you respond to my request. Outside of normal conversations or concerns, I would like you to send me an email / text / IM once a week preferably in the beginning of the week that is simply a number 1-5. The number 1 represents that you are doing great and that you don’t need anything and 5 being the other end of the scale. This will give me a gauge on how you are doing at a high level and provide me an opportunity to help you better if you tell me that you are a 4 /5. I would leave you without a response if I got a 1 or 2 and I would start to question if you are ok at 3. I am well aware that I am asking you to do something out of the ordinary and that it is one more thing to do BUT think of it this way… I am asking about you and I care about your well-being! This is not a firm directed action or activity and you do not have to participate if you choose not to. I am asking you as your Career Manager to help me help you (1-5) that is all I need!

V/r,
Howie

Response 

For the reader here, I left the letter as it was written. It wasn’t perfectly written in hind site but everyone responded.  The next Monday morning,  I had emails from each team member that had an RE: with a number.    At first I created a folder in email and kept track of the numbers that way.  After a few weeks, I created a simple sheet to keep track of the numbers.  I also altered the system a bit.  If I received a number 1, I did very little except respond with a smile emoticon or note to have a good week.   If I received a 2, I would send a note to see “what’s up.”   If I got a 3, they would get an email and a phone call.  If I got a 4 or 5, they would get an email, a phone call and a calendar request to meet in person if possible or the phone as practical.

Results

Our team started communicating more often than just weekly notes.  We all realized benefits from the conversations and found strength and commonality in our conversations even though we had different clients and different types of engagements.  I could also see patterns and trends with my team both as individual performers and team members.  They knew that if they sent a simple number 1 – 5 on any day at any time, that I would respond to them.  The number was a primer but once we had trust, the flood gates of communication opened.

When you care.. you engage and when you engage, others care and as a result, we all learn, grow and benefit.  

Being a Premier KM Organization (Preparing for a Marathon)

Being a premier KM organization doesn’t mean that you are THE premier KM organization.   What this means is that we must consider bench-marking ourselves vs. ourselves.

I have a friend who just ran an ultramarathon. If you don’t know what an ultramarathon is, it is basically a very long run with common distances of 50 miles to 100 miles and beyond.   When I heard he was running 50 miles I thought to myself that he is absolutely amazing.  How did he condition himself to be able to perform like this?  It is almost super human!

Thinking back a little, my friend and teammate has run the full marathon around 26 miles and of course my wife who has run the half marathon around 13 miles or so.

One evening I got up and proclaimed that I would get up every morning and start running.  The next morning, I got up early and I ran almost a mile.  I was exhausted and I really did wonder how come I couldn’t just get up and run.

It is said … The modern use of the word “Marathon” dates back to Philippides the dispatch-runner. Bringing the news of Marathon, he found the archons seated, in suspense regarding the issue of the battle. ‘Joy, we win!’ he said, and died upon his message, breathing his last in the word Joy … – Lucian Pro lapsu inter salutandum (translated by F.G. and H.W. Fowler, 1905)[4]

Being able to run the distance in KM…

You aren’t going to wake up at 6:00 am and run 50 miles.   No one can do that for you and from an organizational perspective if you try to run 50 miles on Day One you may find yourself in the same position as Philippides.

What you can do is get up at 6:00 am with the expectation of running 1 mile today and 1.2 miles tomorrow.  When I learned that I was tired on the first day after almost a mile, I had my baseline that I knew that I could perform as a minimum and I had an idea of where I wanted to be.

It doesn’t matter that my friend could run 50 miles or that my wife could run circles around me at 13 because I know and understand that no matter what I do today it will be at least a few tomorrows before I can catch up.

Organizations today want KM at the 100 mile mark.  They have a desire to be the best!

Getting to the 5th mile

When I asked my wife Erin about her running the race, she told me that she doesn’t run for or against anyone but herself.   She runs to better herself and not to be better than others.   When I look at high performing collaboration teams and organizations that perform outstanding knowledge management, it is very clear that they are performing well because they know themselves well.  They are also performing well because they want to better themselves rather than beating someone else.  They have a sense of teaming and culture that is pervasive, inclusive, and builds on trust.   In a lot of cases, KM works well when people run in packs (We can talk about that another time.).

The Technology

After running a certain amount of time and miles, some folks start to really commit to this running thing.  This commitment means that they could benefit from technology in some way.   Maybe get a new pair of shoes from the running store or some new headphones that don’t fall out when you run.   The key is that technology helps make you better but does not replace the hard work that you are doing.  It is used to augment not replace.   If we take this into consideration in KM, some organizations see clarity in a technological approach.   That is kind of like saying I want to make it 100 miles as opposed to run 100 miles.   There is a difference.

If you want to run 100 miles, you practice every day.  You get up and get dressed with intent and vision.  You know that you won’t run 100 miles today but you know that you will run 100 miles soon.  You will get the technology you need to support your run at the level of capability you are running today.

If you want to make it 100 miles, you buy a car.   It will get you there much faster and your performance will appear extraordinary.  The only problem is that as a body or organization, you are still only truly capable of running a mile.

The Journey

If you understand that becoming a premier top tier knowledge management organization is more about the run every day, it will help you set reasonable and realistic organizational goals that are very achievable.  You will also benchmark, measure, audit and qualify but all of these will be done to simply test where you are relative to where you want to be in accordance with your vision, goals and objectives.

Good Luck and don’t forget to hydrate..

Enterprise KM (Metrics)

1975_schwinn_7

Riding the Bike

As a child learning how to ride a bike I had both my uncle and my grandfather take me out to teach me.

Uncle Mark’s Approach

My uncle took off one training wheel and held the bike from the seat as he walked behind me on the path holding the seat.   He was looking to protect me and make sure that I didn’t fall.  His approach was also very logical.   I am sure that he thought about the process of taking one training wheel off at a time and that one wheel would allow me to learn how to offset the void of the other.   Before we got on the path, he explained to me what I needed to do.  I remember focusing on the pedals and trying to lean on the side that had the training wheel.   I fell and dropped that bike a number of times.   As I recall, it got to the point where he told me to keep practicing and we called it a day.

Grandpa’s Approach

Screen Shot 2013-12-15 at 9.33.24 AM

Now this memory is a killer for me.  Thinking back on this I actually remember how I felt in the moment.  The apartment building I grew up in is on the right.   We walked out the door and he told me to get on the bike. He had already removed both training wheels.  He had his hand on the back of the seat to hold me up and he said “when I push you, just pedal and look at the door in front of you”   In the picture above you see the two buildings almost facing each other.   You can see the entrance door from one building to the other, he was pointing at the door for the building on the left.   

He said “PEDAL”!! and he pushed me.   I looked up at the door, it was where he told me to go and I started to pedal in an instant and I mean an INSTANT, I got it.   I had mastered balance and I was riding.  It was one of those kick pedal bikes where you just push back to brake.  I had hit the brakes and spun the bike around like I knew what I was doing.  I turned the bike around and rode toward him elated.  Both of us were so gleaming and from that point on I knew how to ride.

Outcomes over Activities

Grandpa knew that to get the job done that he had to have me focus on where I was going and that the composition of activities involved were a subtle and covert process.   When I tried to focus on the individual activities of pedaling or taking on training wheels off one at a time, it was more of a distraction than helpful.   The result of having me focus on activities caused me to crash.   When my grandfather relieved me of that burden and helped me focus on the OUTCOME  I was able to learn to ride.    Of course there was room for improvement and there was still a lot for me to learn, but I was able to get where I was going right away.

Measuring the Enterprise

There are activities and business process to measure.   Most organizations aren’t in a position to care or understand the results when it comes to knowledge management.   MOST have yet to deal with the “Eleven Deadliest Sins of Knowledge Management .”

Eleven Deadliest Sins of Knowledge Management:

1. Not developing a working definition of knowledge.
2. Emphasizing knowledge stock to the detriment of knowledge flow.
3. Viewing knowledge as existing predominantly outside the heads of individuals.
4. Not understanding that a fundamental intermediate purpose of managing knowledge is to create shared context.
5. Paying little heed to the role and importance of tacit knowledge.
6. Disentangling knowledge from its uses.
7. Downplaying thinking and reasoning.
8. Focusing on the past and the present and not the future.
9. Failing to recognize the importance of experimentation.
10. Substituting technology contact for human interface.
11. Seeking to develop direct measures of knowledge.

Source: (Fahey & Prusak, 1998).

For some I have realized that no matter what I say, there are two truths.

1)People need to see SHINY OBJECTS —->Tools (i.e. Sharepoint, Wiki, Jive, Confluence etc)

2)People need to measure things GETTING TO THE SPECIFICALLY WRONG ANSWER WITH GREAT PRECISION.

If you are still reading..  and you want to learn more about the measures / metrics and you don’t care about anything else I have said here, you are in luck!

A_Practical_Framework_for_SharePoint_Metrics –Thanks Susan Hanley

KMmetricsguide–Thanks Department of the Navy CIO 2001 !~

Outcome to Measure 

Ok.. now that we have fed that beast..  Really,  you really need to think about a few things for the knowledge ecosystem relative to the business.

How can we Increase Revenue?

How can we Improve Productivity ?

How can we Reduce Costs (overall)?

If you want to break these down to areas like operational resilience and continuity or knowledge transfer or other areas, you can!  The bottom line is how is what you are doing in your knowledge practice going to help your business  / organization.   Even the not for profits have desire their work to be more than naught.

If you find yourself focusing on the tools or the measures / metrics, “results aka (s*&%) happens”