Weird how a lying grifter deeply beholden to Russian oligarchs and their mafia, a serial rapist and abuser who’s been married three times and cheated on each of his wives, a traitor who is busy dismantling the government (not that it couldn’t use an overhaul) and selling it piecemeal to the highest bidder, a selfish, egotistical, narcissistic imbecile who trashes the Constitution he doesn’t understand or care about on a daily basis . . .
Well . . . this came at an auspicious time. This article was just shared by a friend on FB, in a local Indivisible group. It’s very short, but contains a TED Talk that’s a little over six minutes long. It’s really worth watching; game me the chills. Also, think about what we’re doing right now by staying home and practicing social distancing. I am certain it’s making a difference, thought it may be another couple of weeks before the numbers will make it clear. And, since I’m one of the people who’s theoretically inside the bullseye (age and comorbidities) I’m thankful to everyone who’s taking this seriously. I certainly am.
This moment that we are living through right now, is really rather extraordinary. Tens of millions of us are sitting at home. We don’t have our military patrolling the streets, threatening to…
With respect to the subject of the video, there was a group of us at Rocketdyne who used to constantly say, “lead from where you are,” meaning “don’t wait for others to tell you what to do or how to do it; step up and step out. You know what to do. Now do it!” So, in addition to the speaker’s assertion that we need to accept ourselves as leaders, I would add we need to recognize the opportunities presented to us to do so. Enjoy the talk.
This is another paper I found on my computer. Truth to tell, I have no idea who wrote it. It could have been me, but I don’t remember. I searched the phrase from the title in Google, but could not find anything. Inasmuch as I retired from Rocketdyne (and the pursuit of enterprise-wide KM) nearly 10 years ago, it could be from something I encountered more than a decade ago. Nevertheless, I’m sharing it with the caveat that I’m not claiming to have written it; I’m only asserting it’s an important document for anyone who’s struggling with getting their organization’s people to share their knowledge for the benefit of their company. My experience, as well as my discussion with those who are still involved in the corporate world, is that knowledge sharing is still nowhere near as widespread as I think it should be. So, without further ado, here’s that Baker’s dozen of reasons people aren’t sharing:
don’t know why they should do it. Leadership has not made a strong case for
knowledge sharing. Solution: Have the leader of the organization communicate
regularly on knowledge sharing expectations, goals, and rewards.
don’t know how to do it. They have not received training and communications on
how to share knowledge. Solution: Regularly communicate and conduct training,
webinars, and knowledge fairs. Web-based training and webinar recordings should
be available for all tools.
don’t know what they are supposed to do. Leadership has not established and
communicated clear goals for knowledge sharing. Solution: Establish and
communicate clear knowledge-sharing goals.
think the recommended way will not work. They have received training and
communications but don’t believe what they are being asked to do will work.
Solution: The KM leaders, knowledge brokers, and other members of the KM team
have to convince people in small groups or one-on-one by showing them that it
think their way is better. They are used to working on their own or
collaborating only with a small group of trusted comrades and believe this is
the best way. Solution: Regularly share stories of how others are benefiting
from sharing knowledge using the recommended ways. This should help sway those
stuck in their current ways to consider using better ways.
think something else is more important. They believe that there are higher-priority
tasks than knowledge sharing. Solution: Get all first-level managers to model
knowledge-sharing behavior for their employees, and to inspect compliance to
knowledge-sharing goals with the same fervor as they inspect other goals.
is no positive consequence to them for doing it. They receive no rewards,
recognition, promotions, or other benefits for sharing knowledge. Solution:
Implement rewards and recognition programs for those who share their knowledge.
For example, award points to those who share knowledge, and then give desirable
rewards to those with the top point totals.
think they are doing it. They are sharing knowledge differently than the
recommended ways (e.g., sending email to trusted colleagues or distribution
lists). Solution: Assign people to work with each community and organization to
show them how to use the recommended ways and how they work better than other
ways. Providing a new tool or process which is viewed as a “killer app” – it
quickly and widely catches on – is the best way for the old ways to be replaced
with new ways.
are rewarded for not doing it. They hoard their knowledge and thus get people
to beg for their help, or they receive rewards, recognition, or promotions
based on doing other tasks. Solution: Work with all managers in the
organization to encourage them to reinforce the desired behaviors and stop
rewarding the wrong behaviors.
punished for doing it. As a result of spending time on knowledge sharing, they
don’t achieve other goals which are more important to the organization.
Solution: Align knowledge-sharing processes and goals with other critical
processes and performance goals.
anticipate a negative consequence for doing it. They are afraid that if they
share knowledge, they will lose their status as a guru (no one will have to
come begging to them at the time of need), that people they don’t trust will
misuse it or use it without attribution, or that they will not achieve other
more important goals. They are afraid of asking a question in public because it
may expose their ignorance or make them appear incompetent. Solution: Position
knowledge sharing as being a critical success factor for the organization.
Facilitate ways for people to establish trusting relationships through enterprise
social networks and face-to-face meetings. Recognize those who ask in public,
and provide ways to ask questions on behalf of others.
no negative consequence to them for not doing it. Knowledge sharing is not one
of their performance goals, or it is a goal which is not enforced. Solution:
Work with all first-level managers to get them to implement, inspect, and
enforce knowledge-sharing goals. This needs to come from the top – if the
leader of the organization insists on it and checks up on compliance, it will
obstacles beyond their control. They are not allowed to spend time sharing
knowledge, they don’t have access to systems for knowledge sharing, or they
don’t have strong English language skills for sharing with those outside of
their country. Solution: Embed knowledge sharing into normal business
processes. Provide ways to collaborate when not connected (e.g., using email
for discussion forums). Encourage those with weak English skills to share
within their countries in their native languages.
Thanks to a respected Facebook friend, I encountered a wonderfully perceptive, entertaining, and enlightening post by Steve Denning on Forbes.com today. Because of my long-time involvement in the knowledge management world, both as a practitioner and somewhat as a thought leader, I also count Steve as one of my Facebook friends. However, I didn’t find the piece through him. Regardless, I’m glad I encountered it and, as a bonus, it really came at a propitious time for me. I’ll link to it at the end of this post. It’s somewhat long, but so full of good information and insight I believe it’s worth every moment it takes to read it.
As I’ve written about numerous times, I took an early retirement from the organization I had pretty happily labored for for over two decades. Actually, five days from now it will be precisely three years since my last day there. It was a bittersweet day for me, as I was both glad to be rid of the constraining shackles of the parent organization and depressed over saying goodbye to so many people I’d come to regard as family.
Adding insult to injury was the seeming invisibility that seems to accompany most everyone who’s put out to pasture. I wrote about that as well here. I have found myself occasionally lamenting my decision, though I always seem to be able to recall there truly was a good reason for it; I couldn’t stand the corporate culture of United Technologies and Pratt & Whitney. I was ready for a change.
Now comes Steve’s wonderful article. To sum it up as briefly as I can – so you can spend your precious time reading what he wrote, which is far better than anything I’m capable of – he breaks down the realities of the three different economies we can see all around us: Traditional, Financial Capitalism, and Creative. I have long been most interested in dealing primarily with the Creative Economy, but spent a large portion of my working life in the Traditional Economy. My experience with Financial Capitalism is much the same as just about everyone else. I’ve lost substantial equity because of their criminal activities and greed.
I’m now more convinced than ever I will spend the rest of my life making a place in the Creative Economy. I want as little a part of the Traditional Economy as possible, though part of what I’ve been working on may require providing creative services to traditional organizations. I will no doubt see how that progresses and am prepared to turn on a dime if necessary. I have no desire at all – never have – to be a part of Finance, save for some of the more creative and worthwhile aspects such as crowdfunding and efforts like Kiva, etc.
Now, to get you to Steve’s article without further ado. The title is “Leadership In The Three-Speed Economy“. If you have the time, I’d love to read what you get out of the piece. Hope you get a lot, regardless.
As long as I worked at what is now called Pratt & Whitney Rocketdyne we referred to NASA and the Air Force as our “customers”. For nearly twenty years I worked on the Space Shuttle Main Engine program and we always called NASA our “customer”. In the last few years of my employment there, when my awareness of – and interest in – social media brought me to learn as much as I could about what was available and how it might be of benefit to my company, I began arguing for a different approach. I believed, still do, that the real customers of companies involved in space exploration are the American people, those who pay the taxes that were used to pay our salaries. I still believe this is the case, and I still await the evidence of an enlightened approach to engaging them.
In the meantime, I just received an email request to take action and I want to pass it on in the hope some of you who read this will consider taking action; very simple, virtual action. I believe it is imperative for the human race to establish not merely a technological presence in space, but a strong cultural presence as well. I don’t believe it has to be dominated by the United States. In fact, I would prefer it be an international, world-wide effort to ensure the long-term survival of our species. Nevertheless, what is currently happening here is the gradual wasting away of our talent and our industrial base to continue leading the effort. I will no doubt write more about this as it is near and dear to my heart.
What follows is the text of the email, which comes from the website I’m asking you to visit and consider using to send a letter of support to the President, your U.S. Senators, and your Congressional Representative. I’m also including the link below the text so you might take action if you’re so inclined.
I’m concerned about the future of the United States’ role in space. Investments in our nation’s space programs will have a direct impact on our future economic strength and ability to remain a space-faring nation on the cutting edge of technology. I urge you to make a strong commitment to maintaining the U.S. as the unsurpassed leader in space.
For decades, U.S. leadership in space has been recognized across the globe. However, that position is perishable, and continued national leadership will be vital for our future. Therefore:
It is important to establish a long-term national space strategy that factors in civil, national security and commercial interests in space. Our national strategy must also cut across all agencies that have a stake in space. Without a national strategy, America risks a future where the workforce and industrial capacity needed to maintain U.S. leadership and competitiveness in space is seriously – and in some cases irreversibly – degraded.
It is important for our future global competitiveness, leadership and innovation in space that budgets and funding remain stable and robust. Appropriate funding must accompany strategic goals to meet established objectives and sustain a strong and progressive space industry.
It is important to support policies that maintain a healthy and vibrant space industrial base that employs technically-skilled American workers. Modernizing our nation’s export control policies – so that U.S. industry can compete on a level playing field – is one step in the right direction.
It is important to recognize that the space industrial base drives technological development important to our economy and national security. Our national strategy must identify and seek to preserve the space capabilities critical to meeting our national goals.
The United States stands at a critical juncture between past accomplishments and future ambitions in space. The rest of the world is not waiting. Yet there is uncertainty about the future of U.S. leadership in space; our workforce is facing upheaval and layoffs and the U.S. space industrial base is at the brink of losing our competitive and innovative edge.It is absolutely critical that our nation’s decision-makers work together to show the leadership needed to keep our space efforts robust. I urge you to make addressing these issues a national priority.
Today I attended an hour and a half, lively, funny presentation by a man I had never heard of before, but who I intend on paying at least a little more attention to in the future. His name is Terry Paulson. He’s been described as the Will Rogers of Management Consultants and he pretty much lives up to that description. He was invited as part of a series of ongoing events put on at Pratt & Whitney Rocketdyne called Passport to Leadership. This series is always open to anyone who wants to attend. Due to space limitations there is online registration available on a first-come, first-serve basis. Most of the time, unfortunately, the room (generally it’s held in an auditorium that can seat about 150 people) isn’t quite full. Sometimes it’s overflowing; depends on the speaker, the time of year, and what’s going on in the company at the time.
I chose to attend this particular event not because I had any idea who Terry Paulson was, but because of the title of the event – “The Innovative Leader’s Challenge: Inventing the Future in a Cost-Containment World”. Intriguing. Surely, anyone paying attention nowadays knows just about everyone is paying attention to costs more so than usual. What I really liked about his approach was its level of (in the words of his website) optimism, resilience, and hope – not to mention a good dose of animated humor. He made it clear he wasn’t talking about being a Pollyanna, full of false promise and glittering visions of the future, but of being a realist; of looking at things and seeing them for what they are and being willing to face them head on. Interestingly, though he didn’t say it, his home page talks about something I heard many years ago from a radio psychologist by the name of Dr. Toni Grant. I used to listen to her on KABC radio here in Los Angeles when I was driving a truck in my family’s wholesale food business back in the late 70’s. She talked about the propensity many people have to be perfectionists, and she said perfectionism was the beginning of what she called “The Three Ps” – Perfectionism, Procrastination, Paralysis. Many people who read this recognize how frequently this is the case. I know I’ve experienced it at times in my life.
Here’s a quote from his website that kind of sums up the presentation he gave: “Most get an ‘F’ where it counts the most. They fail to fail! Too many get stuck in the Three P’s: Perfection, Procrastination, and Paralysis. They are so worried about making a mistake that they end up doing nothing at all. Most mistakes are not terminal; they become stepping stones to success. Get moving!”
At any rate, here are some of the takeaways I have from this presentation:
Frequently ask people questions like “What are you doing differently” or “What have you learned lately?” or “What’s working for you?”
When you attend a conference or a presentation don’t sit with people you know (they’re “used”)
Don’t wait for direction; get busy inventing the future by capitalizing on emerging opportunities
Continually use your quality processes and innovation as a strategic advantage to create the new “good old days”
Here are a few other concepts he discussed . . . and passed out in a nice handout I can easily copy them from 🙂
Claim the optimism advantage by using setbacks as stepping stones to progress
Build a learning organization in support of strategic innovation
Use bridge building strategies to make collaborative innovation work
One of the things I found most amazing about his presentation was every slide he showed was a quote by someone else. Normally I would find this abhorrent but, in his case, he supplemented every one of them with his own stories and anecdotes and his spin on what the message of the quote was. Even the way he read them was entertaining. He was very animated, very funny, very entertaining, and pretty damn enlightening. Like many presentations I’ve attended, he didn’t necessarily tell me anything I didn’t already know. Nevertheless, his style – and his substance – reinforced many of these things, either reminding anew of those things I perhaps needed to strengthen my skill at or providing some positive reinforcement that I’m heading in the right direction.
One of my favorite quotes (at least a portion of one) comes from Barbara Waugh, a personnel manager and change agent at Hewlett-Packard. She has talked about “amplifying the positive deviants”. I like to think she was talking about me when she used that term.
Since my retirement from Pratt & Whitney Rocketdyne in 2010, I have spent quite a bit of energy on developing work as a social media marketer for small business, a business manager for an AI software development firm, and as an editor/proofreader for a number of business books and a couple of novels, as well as a two-year return engagement at Rocketdyne from 2015 to 2017.
I have decided to stop actively pursuing business in these fields and am now positioning myself to be a writer. I have done quite a bit of writing over the years, but I’ve never really attempted to make any money at it; at least not specifically. I’m starting out with a couple of memoirs and, currently, I’m studying the craft, creating a detailed outline and timeline, and honing my skills as a storyteller. Pretty sure I’ll be writing some fiction as well.
The views expressed herein are those of the author. Any opinions regarding the value or worth of particular business processes, tools, or procedures, whether at his former place of employment, at a current client's enterprise, or in general, are his responsibility alone.