Category: Communication

Team Knowledge Management

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What is the best way to share knowledge within an organization?

Most organizations have never thought about this problem. Those that have often use solutions such as virtual discussion forums or open office spaces that they hope will naturally bring people together. However, these attempts seem to rarely create the sharing synergy needed to move the organization forward. What can be done about this?

Tiago Forte has studied this challenge and believes his PARA system can be used to address it. In a recent posting on the Forte Labs website, he shares that a bottom-up approach is more likely to succeed.

All of this leads to my conclusion that modern organizations need to take a “bottom-up” approach to knowledge management instead of a top-down one. It can’t be about “extracting” knowledge from their people; it has to be about empowering them to do their absolute best work.

He then shares five recommendations on how to create this team knowledge management environment. The first step is getting clear on the organization’s flavor of PARA.

Even if you’ve decided you’re going to follow my advice to the letter, there is always a “flavor” of PARA that makes sense for your culture. This can include decisions such as:

  • What is our definition of a “project,” “area of responsibility,” “resource” and “archive”?
  • What needs to happen when we kick off a new project for it to be considered “active”?
  • What needs to happen when a project gets completed, put on hold, or canceled (for it to be considered “inactive”)?
  • Who is responsible for maintaining the standard for each shared area of responsibility?
  • What are the officially supported platforms on which PARA will be used?
  • What are the strict rules, softer “rules of thumb,” dos and don’ts, and cultural norms that govern how people will use PARA?
  • Who will be the “PARA Champion” who oversees its implementation and makes sure the guidelines are being followed?

Learn the other four recommendations at the Forte Labs website.

Open AI Chat Post

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Today’s post is being handed over to a special guest writer. However, it is not a human being!

Have you heard of ChatGPT developed by the company, OpenAI? Here’s how they describe it:

We’ve trained a model called ChatGPT which interacts in a conversational way. The dialogue format makes it possible for ChatGPT to answer followup questions, admit its mistakes, challenge incorrect premises, and reject inappropriate requests. ChatGPT is a sibling model to InstructGPT, which is trained to follow an instruction in a prompt and provide a detailed response.

Photo by Designecologist on Pexels.com

For fun, I decided to test their open test version to see what would say when asked to write a few paragraphs about productivity. Below is Chat Bot’s response:

Productivity is a topic that is on the minds of many people these days. With so much to do and so little time, it can be overwhelming trying to get everything done. Fortunately, there are a number of techniques and strategies that can help you increase your productivity and get more done in less time.

One of the keys to being more productive is to set clear goals for yourself. This means taking the time to identify what you want to achieve and then working backwards to figure out the specific steps you need to take to get there. By having a clear plan in place, you’ll be able to stay focused and avoid getting sidetracked by distractions.

Another important aspect of productivity is time management. This means being intentional about how you use your time, and prioritizing the tasks that are most important. One effective way to do this is to use the 80/20 rule, which states that 80% of your results come from 20% of your efforts. By focusing on the tasks that will have the greatest impact, you’ll be able to make the most of your time.

It’s also crucial to eliminate distractions and create a productive environment for yourself. This means taking steps to minimize interruptions, such as turning off notifications on your phone or closing unnecessary tabs on your computer. It also means creating a workspace that is conducive to productivity, with everything you need within easy reach.

In addition to these techniques, it’s important to take care of yourself and maintain a healthy work-life balance. This means setting aside time for exercise, relaxation, and socializing with friends and family. By taking care of your physical and mental health, you’ll be better able to focus and be more productive.

Overall, being more productive is all about setting goals, managing your time effectively, eliminating distractions, and taking care of yourself. By implementing these strategies, you’ll be able to get more done in less time and achieve your goals more quickly.

What did you think? Was the advice helpful?

Try ChatGPT out for yourself and see what other responses it can provide.

Five Meeting Rules from Ray Dalio

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Bad meetings are inevitable. Good meetings are fortunate. Great meetings are designed.

Meetings are a core component of knowledge work. However, very few people are trained on how to run them effectively. A focused, structured meeting benefits all the participants and moves everyone closer to their goals. Therefore, it is important to understand how to run a successful meeting.

Ray Dalio, founder of Bridgewater Associates, has thought very deeply about the workplace. In addition to the unique methods that comprise the Bridgewater culture, Dalio has set out specific rules for productive meetings. A recent article in INC magazine focused on five of them. The first is very simple yet often overlooked: clarify the meeting’s purpose.

Dalio says that you should emphasize a meeting’s purpose well before it begins. That way, everyone can walk into the meeting prepared and the group can be intentional with their time. He also adds that “Meetings without someone clearly responsible run a high risk of being directionless and unproductive.”

Another rule of successful meetings is to avoid “topic slip”:

Topic slip, as defined by Dalio, is the “random drifting from topic to topic without achieving completion on any of them.” If you’ve ever left a meeting feeling more confused than when you walked in, topic slip is a likely culprit.

To dive deeper into these two rules and then learn the other three, visit the article on the Inc website.

Director’s Dialogue – A Public Libraries Podcast

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The PLA Leadership Development Committee is always looking for ways to bring value to library workers across the profession. Earlier this year, the committee developed an idea to do a podcast series where current Public Library Directors would have a casual conversation about their work and offer insights into the profession. This led to the creation of a new Public Libraries podcast special edition episode called Director’s Dialogue.

The inaugural episode featured me and Kent Oliver, who recently retired as chief executive of the Nashville Public Library. Future episodes will aim to provide a diverse cross section of library leaders from both large and small systems.

The description for the twenty-minute episode was as follows:

From leadership and management matters to current public library hot topics to strategic planning, capital projects, collection development, program planning, and so much more, the Directors Dialogue episodes aim to share ideas, best practices, and lessons learned.

Both are also members of the PLA Leadership Development Committee and the idea for the Library Directors Conversation series came out of their committee discussions.

Listen online or through your favorite podcast app and watch for more episodes later this year.

Finding Your Leadership Pathway – Plan of Action

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In most journeys, complications arise that force us to take alternative paths. Two weeks ago, I discussed how to anticipate roadblocks. Once these obstacles are apparent, the next step is to formulate plans to detour or bypass them. There are several ways to develop these strategies. Two are highlighted below.

A solitary method to address potential roadblocks is by brainstorming options. I suggest using map maps to avoid the trap of linear thinking. Take a sheet of blank paper and write the name of the roadblock in the center. Around that center point start listing potential solutions. Avoid early self-censorship by writing down everything that comes to mind. Don’t worry if ideas seem unworkable. The point is to get them out of your head for full review. In fact, sometimes ideas that seem silly at first might have merit upon closer examination.

Challenge yourself to come up with a least five options. For example, let’s say the roadblock to succeeding with your project is lack of funding. Here are several ideas to solve it:

  • Ask the owner/director for additional funds
  • Seek out grant opportunities
  • Arrange for a loan from a bank or colleague
  • Identify options to reduce the project’s overall costs
  • Recruit investors to the cause
  • Close out other projects to divert funds
Photo by Pixabay on Pexels.com

A collaborative way to overcome roadblocks is through a support network. There are many people out there with experience and resources that could be amenable to assist. Too often we fail to seek help due to embarrassment or ego. However, being willing to reach out to colleagues can be the difference maker.

One way to do this is through existing professional networks. For example, I am a member of the Urban Libraries Council Library Director/CEO listserv. Through that network I have access to hundreds of years of professional executive experience. Whenever a question or request is posted to the listserv a dozen or more people may respond. Quite often, solutions and options arise very fast in the candid conversation.

To that end, seek out professional networks, even ones that are not within your occupation. Oftentimes the way to overcome a roadblock is by applying ideas from another profession. Lawyers, doctors, accountants, construction workers, and librarians all have different mindsets. Join the local Chamber of Commerce or attend a Toastmasters club. Both are examples of cross professional organizations. Tapping into alternative viewpoints is a helpful way to find novel solutions.

With the end in sight, next time I’ll discuss how to reflect on the journey.

Tips for Better Writing

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Do you like to write?

Much like public speaking, many people feel uncomfortable writing for public consumption. However, for almost any kind of professional career, being skillful at writing is an asset. Thankfully there are very simple ways to improve your writing ability without enrolling in a course.

In a recent article on his web site, Darious Foroux lists 15 brief tips that anyone can use to improve their writing. The first one is the simplest of all:

Keep It Brief – Short writing forces you to be clear. Because our thoughts are usually abstract and all over the place, our writing tends to be the same. You can avoid that by always aiming to be as brief as possible.  

That tip is especially true for business writing, since most people want to get to the point quickly to complete a task or project. Another tip that can be applied immediately is to: Be Direct.

Say what you want, mean, or feel. Avoid leaving things open to interpretation because that only annoys people. We can often be more direct in our writing than in real life. When I teach these types of writing lessons in my video course, I don’t need to be this direct because I can use my voice, facial expressions, and examples to make my point. But when we write, we only have our words. So make them count. 

Learn about the other writing tips on Foroux’s web site.

You Don’t Need More Content … Yet

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Yesterday I finally subscribed to Netflix. Given that the streaming service already has 75 million subscribers in the US alone, it felt like I was the last one to sign on! Why did I wait so long? Quite frankly, my family has subscriptions to Disney+, Discovery+, and HBO Max. Between all three of those services I have enough movies and TV shows to keep me busy for three lifetimes of endless viewing. I resisted Netflix because I didn’t need more content.

As a trainer in productivity, leadership, and libraries, it is tempting to load up presentation with content. This is a useful approach when doing an introductory seminar or presentation. However, I have come to believe that most trainers focus too much on content delivery and not enough on integration. In short they sacrifice the cultivation of knowledge for the sake of information overload.

This insight came to me while developing a leadership clinic for TBLC, a Florida library cooperative. For weeks I struggled to decide what content to share with the students during the 2.5 hours of training. After picking and discarding many different ideas, I fell back to a training approach I learned years ago. The concept divides training into four sections:

  • Content Delivery
  • Written Component
  • Small Group Reflection
  • Large Group Share

Based on this model, delivering content is only a quarter of the learning experience. The other three components are designed to allow participants to integrate the information into their own experience. By offering students time for quiet written work, such as answering a question, they begin to wrap their mind around the material. Through communication in small groups followed by large groups, knowledge is deepened through conversation. By the end of the four sections, the student should have a strong understanding of the material and how it impacts their lives.

At the leadership clinic, the students spent a third of their time in breakout rooms. The conversations were deep and honest. In fact, the students afterward said they wanted more time in the rooms than we had available. Many stated how useful it was to talk through their issues and identify points of resolution.

Whenever you feel you need more content, it may actually be time to reflect on the information you already have. Only after you identify gaps in your knowledge is it time to seek more information.

The moral: Don’t go looking for more content, at least not yet …

Leadership Perspectives – Organizational Health

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Who is responsible for the health of the organization you work for? Most people assume it is the top leader and there is lots of truth to that belief. However in reality everyone in the organization has a role to play in building a strong culture.

The ALA Learning Exchange newsletter recently published a short article I wrote about this topic. It starts out with this question.

So how does one determine organizational health? Many people think it is through the measurable outputs and outcomes laid out in the strategic plan. These can be such factors as visitor counts, circulation numbers, program attendance and more. Other factors such as employee turnover may point to job satisfaction. However, all these pieces are just a part of the equation. After all, you can have an organization that achieves its goals yet is stressed out and hostile. In the end, an organization’s health is determined by the strength of its culture. Strong cultures thrive no matter what the situation, while weak cultures disintegrate at the slightest sign of stress.

To learn more about how culture directly affects an organization, please read the rest of the article which has been posted here for your review.

Think Like a Scientist

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The world is full of disagreement. Throughout our lives we encounter people who have different views from us on a wide range of topics. In some cases, these views may be held very intensely, leading to arguments, conflict, and at worst violence. If you have ever tried to change people’s minds, it can appear to be a futile process. Why is that so?

According to Adam Grant, part of the reason that disagreements are rarely resolved is because people don’t know how to engage in thoughtful debate. He argues in his new book, Think Again, that most people fall to one of three default modes of persuasion. In a recent article in Inc. magazine, contributor Jessica Stillman describes these modes this way:

Adam Grant

Preacher: “When we’re in preacher mode, we’re convinced we’re right,” explained Grant. From the salesman to the clergyman, this is the style you use when you’re trying to persuade others to your way of thinking.

Prosecutor: “When we’re in prosecutor mode, we’re trying to prove someone else wrong,” he continued.

Politician: It’s no shock that “when we’re in politician mode, we’re trying to win the approval of our audience.”

The problem with all three of these modes is that they rarely succeed in changing other person’s mind. In fact, they often create more resistance. Instead, Grant identifies a different approach to resolving disagreements.

Scientist: When you think like a scientist, “you favor humility over pride and curiosity over conviction,” Grant explained. “You look for reasons why you might be wrong; not just reasons why you must be right.”

This mode is challenging because it requires the maturity to accept that their position could be wrong. This vulnerability can become a bridge to connect people in a way that allows for understanding. To learn more, I invite you read Stillman’s article. If you want to dive deeper, please read Grant’s book, Think Again.