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The best leaders understand that the current success of their business, and any future innovation,
depends upon
the “deep smarts” of their employees (Deep Smarts are a potent form of expertise based on
first-hand life experiences, experience-based knowledge that employees carry with them.
Deep Smarts are as close as we get to wisdom)
Leaders with a passion for developing employees’ skills,
those who understand the need to transfer knowledge among generations of workers
Organizations that are proactive about managing the flow of knowledge focus on several potentially
essential ingredients to future success, such as:
key personnel are responsible for such capabilities and hold much of the know-how in their
heads. That’s why managing knowledge can be even more challenging than managing
information. The single largest obstacle to managing human knowledge is a lack of time.
If leaders do not show that knowledge development and preservation is a priority, then they cannot
expect that managers lower in the organization will provide the necessary incentives or time
When an Employee Quits and You Didn’t See It Coming
Unexpected resignations present big challenges for leaders, especially those unaccustomed to
dealing with them.
Here are some tips to help you manage the separation and make the transition as smooth as
possible.
Know the protocol It’s important to first understand your company’s HR procedures for handling
these situations.
At some organizations, policy dictates that the moment a person offers a resignation “you cut their
employee ID card in half, call security, and escort them out of the office, At others, people are
required to work out a notice period typically two weeks.
Don’t emote Once the news is delivered, Claman advises “muting your inner response of: What?
Why? You didn’t tell me!” Instead, she says, “breathe” and “even if you’re upset” do your best to
engage in a “warm and friendly conversation about [the person’s] future plans.” She recommends
saying something like, “I appreciate the contributions you’ve made and I understand that you’ve
had a tough time here. For the sake of your reputation and mine, let’s take the high road.” She adds,
“Do things right so there’s no bad blood.”
Ask for a rationale It’s still important, however, to try to “understand the why” behind the
employee’s decision
you can discover new information that “will help you construct a solution.”
Consider a counter offer — or not Whether or not to make a counter offer comes down to “how
critical this person is to you and how much of a disruption their absence will cause,” Once the other
person has gone through the thought process of leaving, it’s hard to fully trust them again.” A better
strategy is to “retain a relationship” with the departing employee and then “re-recruit them in a
year,” she adds.
Collaborate and communicate You can’t control how others react to the news, but you can control
how it gets communicated. Explain the circumstance in plain language and assure them “you are
working hard to find a suitable replacement and doing your best to make the transition as smooth
as possible,” she says.
Transfer knowledge knowledge that your team will have a “workload problem” for a time and that
people are likely to “feel overburdened,” but also use the departure as an opportunity to “talk to
employees about their careers and opportunities for growth,”
Make a hiring plan Claman recommends coordinating with HR to formally list a job opening as
soon as possible. Or an internal promotion might be in order.
Have a party On the employee’s last day, it’s important to gather your team to “thank the person
who’s leaving and wish them well,
Do
Immediately develop a hiring plan to replace the employee
Frame the resignation as an opportunity for remaining team members to take on
new responsibilities and learn new things
Publicly acknowledge the employee’s departure and his contributions to the team
Don’t
Take the resignation personally; instead, retain your relationship with the employee
by engaging in a friendly conversation about future plans
Try to counter-offer unless it’s absolutely necessary — you’ll have more success if
you wait a year and then try to recruit them back
Be blindsided again. Make an effort to talk to your team about their professional
interests and needs
When a Top Performer Wants to Leave, Should You Try to Stop Them?
when an individual’s motivations for leaving are outside their manager’s control, using money or a
promotion as incentive to stay becomes a short-term solution to a larger issue and just postpones
the eventual financial costs associated with hiring and training their replacement. If your
employee’s concerns remain unaddressed, they’ll likely suffer from low morale and be less
productive, which in turn has negative effects on those around them.
It is also a natural moment to bring in additional contributors with fresh perspectives, and explore
different directions and possibilities for the work.
Finally, treating employees empathetically and showing them they’re valued as people, not just
workers, has positive effects that ripple through the rest of the team and beyond.
Recommendations:
Frame the situation optimistically instead of treating it like impending doom. Share your
excitement for your departing team member’s growth. Explain the opportunities for the team.
Acknowledge the emotional and practical impact on the team. Answer questions — about the
reasons for the departure, why the individual wasn’t able to be convinced to stay, and about how
the team will be affected — with a balance of transparency, compassion, and respect.
Increased happiness. one of the ways we can make ourselves happy and feel more fulfilled in our
workplaces is to build friendships with the people that work with us, work for us and even with our
boss.Less stress. The people who survive stress the best are the ones who actually increase their
social investments in the middle of stress, which is the opposite of what most of us do. No employee
performs his or her best when dealing with chronic stress or burnout. Increased engagement and
loyalty. Employees with friends or social connections at work tend to be more engaged and loyal
workers. Healthier life.
Unfortunately, forming relationships in the workplace can seem a bit intimidating for many
employees. No one wants to overstep any boundaries, and sometimes it can be difficult to find ways
to bond with colleagues on a personal level. Here are some ideas for promoting social connections
at your company:
You need to address all the six angles of the framework in order to be successful
Chapter 6 presentation
KS?
Tacit knowledge: is the kind of knowledge that is difficult to transfer to another person, It’s
different from explicit Knowledge. Tacit is inside people’s heads Responding to new
situations and problems, thus creating new knowledge, Most effective is by doing
Cops (Communities of practice) A person may belong to several CoPs, they can usually be
identified. de ahi is the creation of new tactic knowledge, achieved through interactions in
forums
There are many methods to increase reuse and new use, it requires extra resources, almost scarce
Sometimes the extra effort required may pay a small price in terms of time and energy