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Develop Deep Knowledge in Your Organization — and Keep It

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:

 Retaining experience-based know-how (Retener el conocimiento basado en la

experiencia) including not only technical knowledge but also so-called “softer” skills,
such as project management and maintaining critical relationships inside and
outside the organization that have been built up over years. For example, many top
sales people know clients personally. Such trusted relationships facilitate
communications and speed decision making.
 Helping mentors pass along their expertise more effectively and helping mentees
learn more efficiently. Mentors can teach through practical problem sets and hands-
on diagnoses instead of lectures and presentations. Newcomers can learn more
efficiently by keeping “learning logs” that chronicle their experiences and through
scheduled feedback sessions with their mentors.
 Encouraging reverse mentoring from newcomers to elders
 Generating new knowledge by conducting research, benchmarking, or bringing in
“resident” artists or scientists whose interactions with employees can spark

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.

leaders need to:

 Tie preservation of critical know-how to corporate strategy

 Behave as if developing and retaining knowledge is truly important. Leaders who
take time to teach in education programs, or at least start them off, provide visible
evidence of seriousness.
 Support incentives within the organization that both recognize current expertise
and encourage it to be shared

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
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,
 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.


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.

5 Reasons Social Connections Can Enhance Your Employee Wellness Program

Strong social connections make people happier and physically healthier, which can translate into
work performance.
Some perks of employees with strong social connections include:

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:

 Create a social spot.

 Celebrate.
 Connect departments.
 Encourage team building.
 Inspire positivity.
 Utilize wellness challenges.
 Share a meal.
Knowledge Management Strategy Youtube Video

You need to address all the six angles of the framework in order to be successful

1. Strategic of the overall business

2. Leadership to support KM
3. Km culture must be shaped to
make people open to
collaboration and knowledge
4. Content needs to be clearly
classified in order to people find
what they actually need
5. Knowledge needs to be managed
via a clear organization who
dedicated people who managed
6. Have the technology to help your

Chapter 6 presentation


Fostering knowledge through interactions is essential to any practical implementation of


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

Balance interactions: We need to encourage conversations and meetings between people in

the organization. Not to social or not so solo.
Chapter 6 presentation

“Capturing and reusing existing knowledge”

 Capturing existing knowledge is a must for the organization

 Essential that employees can continuously reuse it
 New use, term used to describe new ways of utilizing an organization’s knowledge in a new and
innovative way

Motivation and obstacles (cont)

Documentation, mentoring programs and apprenticeships, workshops, lectures, and continuing

education courses

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

• Mentoring – one on one, trainer and trainee

• Learns and teaches from experience
• Attention is key
• Lectures and workshops – schedule lectures and courses
• Offer valuable and unique content
• Conducting lectures in an interactive format
• Subject must be relevant
• Professional preparation
• Alternative approach – emailing
o Series of related lectures
o Specific connecting subject
o Continuing audience
Internal schools for continuing education
o Professional training with a mission to help other departments
Preguntas kahhot

1. Basic asset of every organization? IC

2. Foster knowledge trough intercations? Social model
3. Limitation of simplified estimation? Cynism
4. 2 key aspects of KM process? Strategic and culture
5. What is business strategy based on? Core competencies
6. Interaction Forums – CoPs
7. What is documentation for? Capture existing knowledge
8. 3 leadership styles – directive, democratic, developer
9. Preach to practice – lead with your example
10. What is the motivation toward KM? combining tactical with strategy
11. What is one challenge of retention? Its different for everyone
12. What is a community of practice? Gropus of individuals with shared interest
13. Example of CoPs – Knowledge caffe