About Paul Corney

@pauljcorney #KM4GOOD I help people and organisations to make better decisions that improve the way they work

“When 60 seconds seems like an eternity”: making a memorable networking pitch

Today I had the opportunity to help the business community where I live. Eastbourne Chamber of Commerce (the largest town chamber in the South East) invited me to give a talk on how to make an effective 60 second pitch / presentation at a networking event.

Unbeknown to the 32 delegates who’d assembled at Bill’s it was to be a journey beyond their comfort zones. I decided to make it an experiential session rather than the usual 10 minute ‘show and tell’ after breakfast.

Here’s the agenda I worked to:

We began by getting everyone to mingle and meet people they’d not previously talked to.  I encouraged them to talk to each other about what they most enjoyed about their job: people open up when they are positive!

 

By the time they sat down (each one with someone new) conversational juices were flowing.

At this point I asked them to consider how they might respond to this question “who are you and what do you do?” Many say, “I am …. the owner / CEO of …. and I employ … people and I’ve been in the town for over 20 years.” 

I noted that it’s not about what you are called more about what you do!

“A Quivering Mess”

Here we talked about what we hated about standing up and telling people about our businesses.  Words and phrases that emerged during the ‘call out’ were: Fear; too quiet; can’t hear; can’t speak; content; not being heard.  We rounded this off with an eloquent description from Samantha Akehurst (“Sam from Audi not Aldi”) of how she used to feel giving a 60 second address.

Creating an impression

And so to the reason we were all there. I asked the Chamber members to put themselves “In the shoes” of the people who’d be listening to them. To focus on:

  • Is it relevant?
  • Is it memorable?
  • The one image or metaphor they wanted people to take away with them.

I shared two images and asked which one was the most powerful call to action:

The majority chose the top image reasoning that it was relevant and in the language of the recipient whereas the bottom image was more about the product and its functionality.

Each person was then invited to give their 60 seconds to their new ‘best friend’. I asked the listener to pay special attention to the key message. I was to discover later how people started by describing who they were and then stopped, remembering my earlier comments.

The moment of truth

All this had been taking place while breakfast was being served / consumed and while I was searching for a suitable ‘talking stick‘ for each presenter to hold and then pass on. I ended up using a pepper grinder.

Over the next 35 minutes we saw a variety of approaches.  Those considered the most memorable had movement, a story, a strapline to conclude and a statistic or quote. Standouts displayed emphasis on emotion, passion and an injection of humour.

Here’s an example of a 60 second story “They’ve done a lot to the property” Ana of Bees Homes told her partner:

Recently we sold a property that had been empty and on the market for 8 months. After a weekend of home staging, taking quality photos and providing a narrative description of the house, a buyer was found within 10 days and completed in 2 months.

Interestingly, the story was relayed back almost word for word illustrating the importance of framing it in words the listener can absorb.  Ana’s ‘partner’ proudly held up a Bees Homes postcard while he was talking and closed with: “And they exceeded the sellers expectations.”

Other memorable examples of opening and closing lines:

Have you ever saved half a billion for your clients? (bespoke software)

If you get locked out call the cavalry (Locksmiths)

Unlike his name you can call him anytime not just at Christmas (on Steve Christmas’ will writing service)

When you are stressed out think Calmer Self (well being)

And finally

I concluded by asking everyone whether they found the exercise of telling someone else’s story easier or harder.  The majority were in the easier camp. Stephen Holt in summing up noted that he had listened more to each story and witnessed some brilliant improvisations.

Hopefully this session will enthuse those who were there to spend a bit more time on the audience and the key message that they wish people to take away.

Stand up KM: reflections on Asian conferences, masterclasses & Chinese Bullfrogs

It’s been a while!  But as those who look at my postings elsewhere will know I’ve been fully occupied with the launch of The KM Cookbook which ‘hit the stands’ last Friday.

A few month’s back I was in Asia (KL and HK – before events took a turn for the worse) and asked to write my reflections for Information Professional.  What follows is the full version of the truncated article that appears in the July / August edition.

Flying, food and fun!

Bottom: the author at dinner with Rupert Lescott (Dubai), John Hovell (Washington) and Janice Record (Hong Kong); top left, Patrick Lambe in action; and top right, Stand Up KM.

Q) What do these photos have in common? A) They were all taken at places I’ve been in the last few months sharing stories from the KM Cookbook.

From London to Lisbon, Kuala Lumpur to Hong Kong, people and organisations are actively engaged in knowledge management related activities.

And at each of the events there were a few stand out moments / presentations. Here’s a focus on Asia.

Asian adventures

In Kuala Lumpur for a Masterclass (my 4th) at the International Islamic University of Malaysia I was looking forward to teaming up with Straits Knowledge and Patrick Lambe. As organisers of the KM Exchange in KL they had assembled a large crowd from across South East Asia for a share and learn day which I had the pleasure of kicking off.

This Peer Assist technique stood out:

  • A session with a panel (I was a member) judging the most innovative solution to a set of “KM Challenges’ posed by pre-selected members of the audience (one was a regulatory organisation).

Some of the delegates working through the “before, during and after” of a KM Audit

The following day’s Masterclass on the KM Cookbook and ISO 30401 was a delight once I’d shifted location and rearranged the furniture to create the collaborative workspace environment an interactive event needs.

The “Are you audit ready?” session was lively with those delegates from a regulatory / quality background particularly prominent and willing to help the group come up with a set of ground rules to prepare for a potential future KM Standards audit.

So, to Hong Kong (officially the Hong Kong Special Administrative Region) for another Masterclass (run jointly with Eric Hunter and hosted by Janice Record Director of Knowledge at DLA Piper) and two sessions at the KM Asia event.

KM Asia was less well attended than KM Exchange. At one point, I was wondering if there were going to be more speakers than delegates, reflecting an apparent disinterest in the term KM. There were few local presentations and limited audience interaction.

Its Day Two, I am leading a mid-morning session on ISO KM Standards 30401 following presentations by Patrick Lambe, Hank Malik and I. I invite the audience to stand up and then find someone they’ve not met. We all continue to stand up for the rest of the 30-minute session hence Patrick’s description of it as “Stand Up KM.”

I penned this tweet as I left Hong Kong for London:

“Great way to end what has been a fascinating couple of weeks in Asia: Breakfast with Larry Campbell. While Knowledge Management as a title is not de rigueur in HK it was nice to note the activity is still very much alive in the way organisations use data, precedent and knowledge of their people.”

The working out Loud dilemma

It was notable that though presenters talked about “Working out Loud”, very few shared their reflections publicly and even fewer used Twitter. I’ve written much on this in the past. It’s a challenge working cross borders and culture to find a mechanism that works for all.

In the flippant “Stand Up KM” paragraph I noted how it’s Day Two before the delegates are encouraged to fully participate.   And that only worked when I encouraged people to change seats and wandered around the audience with a microphone inviting them to pass it onto others.

And finally – moments of laughter (eventually)

For many years when travelling east I like to get away from it all. Often it’s at Silvermine Bay on Lantau Island Hong Kong. 30-minutes from the airport it’s a world away from the bustle of Central but 40 minutes by fast ferry.

I arrived from KL early Saturday evening, took an early snack to get a peaceful night ahead of a busy week. As darkness fell I switched of the AC and opened the windows to let the sea breeze in. A mistake!

Picture by https://www.flickr.com/people/63048706@N06

There was a deafening sound rather like whales calling each other outside the window.

My curiosity stirred, I dressed and went in search of the source. I traced the noise to the drains and water courses that run into the sea.

The culprit, Giant Chinese Bullfrogs seeking a mate! Note to self: don’t go to a beach hotel in Silvermine in April!

 

 

The KM Standards are coming: Is this a big deal?

The following article published by Karen Mcfarlane and I appeared in abridged form in this month’s edition of “Information Profesional”

For the past couple of years, national standards committees have been working on the development of an ISO Standard for Knowledge Management Systems. Is this a big deal? How have we got here? Will it have an impact? Who is likely to benefit? What does it cover?

We would like to stress from the start that the new ISO BSI Knowledge Management Systems Standard is a standard of principles. We believe, contrary to some in the Knowledge & Information Management (KIM) community, that there is real value in having a set of universally-agreed principles that practitioners can align with.

The new standard sets down a marker for future knowledge managers to benchmark activities against. As with all BSI standards, it will be reviewed every five years to ensure that it is up to date.

The idea of KM Standards is not new; the British Standards Institution (BSI) first discussed it in 2000.

A long time in the making

BSI’s initial look at Knowledge Management standardization in 2000 resulted in a publication: Knowledge Management PAS 2001: a guide to good practice.

In 2002, BSI’s KMS/1 Committee produced BSI Position Statement on Standardization within Knowledge Management which concluded: “The judgement of BSI is that, at this point in the development of Knowledge Management, it is too early to attempt to impose too rigid a framework or too narrow a view of this rapidly developing field.”

Interestingly it presented this figure to illustrate the above conclusion.

BSI noted: “…within British Standards there are effectively three levels of standardization that can be applied according to the requirements of the industry at that specific point in time.

As an area grows in maturity it is generally the case that the documents produced will tend to move up the pyramid, reflecting the greater consensus within the industry and public. It is important to note that, unless directly referenced in legislation all Standards (and other documents mentioned here) are voluntary documents.”

Notwithstanding, BSI continued to publish KM guidance material:

  • April 2003 – PD 7500 Knowledge Management Vocabulary
  • May 2003 – PD 7501 Managing Culture and Knowledge – A guide to good practice
  • July 2003 – PD 7502 Measurements in Knowledge Management

Following on, European Standards (CEN Workshop) Agreements published in 2004 a European Guide to Good Practice in Knowledge Management

So what has changed? Why is the time right for a standard?

Despite frequent predictions of its demise, the discipline of KM (or whatever guise it appears in) is now a tactical/operational role in many organisations. Take a glance at the countless adverts for knowledge managers to see what we mean.

KM has grown in maturity, and can now be considered to be almost a quarter of a century old, so meets the criteria BSI applied for having a standard.

Today we await formal publication of ISO KM Systems Standard 30401, individually approved by the national standards committees and the ISO Working Group that oversaw its development. Indeed it may well have “hit the stands” by the time you read this.

What we can confidently predict is that on 8 October there will be a formal launch event organised by BSI details of which will be available soon.

Development of the standard

Work started in 2015 and was conducted by an ISO steering committee supported by eight national mirror committees including the UK, which contributed significantly to the initial draft.

A draft was made available for public review for a six-week period during December 2017 and January 2018. Hundreds of comments were received and the UK BSI committee went through each one (including those of CILIP’s K&IM SIG), identifying 270 suggestions to be referred back to the ISO committee. These were combined with comments from 15 constituent countries, including eight national mirror bodies. This means that the final standard not only reflects UK contributions but those of other countries.

About the new standard

The new KM Standard will not try to tell you how to do KM, but it does help you ensure you have set up a good management system, providing a solid foundation on which to build your KM solution.

The standard is flexible. It is applicable to large and small organisations. It sets out principles for guidance. This standard does not mandate how you implement KM. It describes requirements for the final product but not how you get there. It’s an attempt to ensure that KM is managed with a degree of consistency. It is an aid for self-audit.

What does the standard cover?

  • It starts with an outline of the purpose of the standard. It outlines why KM is important. It provides Guiding Principles and outlines the boundaries of KM.
  • Section 3 defines knowledge and also knowledge management
  • Section 4 covers the KM system, understanding the organisation and its context and how KM supports this; understanding the needs of stakeholders. It then outlines the KM system itself: the knowledge development/lifecycle; enablers (the roles, processes, technologies, governance and culture)
  • Section 5 covers leadership and governance
  • Section 6 covers planning and actions to address risks and opportunities
  • There are three annexes on: the knowledge spectrum; boundaries between KM and adjacent disciplines; and KM culture.

Benefits of the standard

  • It provides a benchmark for your KM management system and a guide to those organisations that are new to KM to help them avoid common pitfalls.
  • It gives knowledge managers leverage in their organisations.
  • It gives KM legitimacy as a profession.

Impact

In order to assess the impact it is worth providing context. Many KM programs benefit from an image. Here’s one that might help:

The standard is like a new kitchen without the utensils, the crockery, cookbook; it’s down to those who use it to determine how it will work for them.

At first, practitioners are unlikely to see a significant change. Few assessors have seen the standard, even fewer will have a KM background, though it’s arguable whether that is a prerequisite to undertake a “compliance audit”.

Our hope is that it provides a globally-accepted framework of what should be in a KM programme and how it should be supported and assessed. We are looking forward to it being drawn on by organisations that value KM.

Who will benefit?

At the time of general release of the draft for comment in Q4 17, a question that arose was: “Who is going to benefit?”

Undoubtedly consultants will develop offerings that purport to help organisations to prepare for an ISO KM Standards Audit. If that helps to raise standards then surely that’s a positive. However, we see the real beneficiary being KM practitioners, current and future in those organisations such as the public sector for which ISO Standards are a core component of their quality measurements.

And finally

A week or so ago Chris Collison published this on LinkedIn:

Excellent article in CILIP magazine by Paul Corney and Karen McFarlane CMG describing the forthcoming KM Standard. Despite one or two early reservations (and a lot of commenting) – I’m convinced that – used thoughtfully and strategically – it will become an exciting force for good. Hungry for more? Watch this space for news of an exciting collaboration!
In the intervening period the post has been viewed by more than 4k people and liked by 100+. It also spawned a number of comments from those in the KM Community who oppose the idea of standards for KM.
While everyone is entitled to their opinion and I’ve expressed mine in the article I was very disappointed that once again the integrity of those who took part in the process was called into question. I participated because I believed it was the right thing to do not because I thought it would generate future business.  Anyone who knows me and the pro bono / community work I’ve done and will continue to do will confirm that is not how I am wired!

Combating the forces of fakism / Saucy dinner with Chefs Academy winner: Just 2 of the highlights from KM Summit 18

Last week was fun. It started with a Masterclass, jointly presented with Eric Hunter, and continued at the first combined KMUK / KM Legal event now styled the KM Summit expertly compiled by Nick Stone which I had the pleasure of closing.

I took away

  • A sense that KM’ers are becoming increasingly agile: despite the onrush of technological disintermediation there is still a role (especially around the 4 ‘ates – Facilitate, Collaborate, Communicate and Curate).
  • The need for KM’ers to take more ownership of such as Expertise Discovery and technological solutions. Failure to be in the centre will ensure you forever remain on the periphery.
  • The importance of Humanics: a technological literacy; a data literacy; and a human literacy; if you want to prosper in an AI environment. (See detailed comments below)
  • That ISO KM Standards are now in the final stages before publication end Q3 2018.

Preserving our history

“Never been more important to have reliable evidence we can trust. We are in an arms race with the forces of fakism” said John Sheridan, Digital Director of the National Archives, who gave the penultimate presentation at this year’s KM Summit. His topic:”Using blockchain to create trust in digital records” described their Project Archangel:

A two year project researching the long term sustainability of digital archives through new transformational DLT solutions that will ensure both accessibility and integrity of digital archives whilst maximizing their impact through novel models for commodification and open access.

As John noted, The National Archives, as custodian of a country’s past, need to have reliable digital records. Today it has never been easier to produce fake news or videos. Our past needs preserving in a secure environment so that history cannot be rewritten and laws ignored. This slide sums it up well.

So how might you well ask does that impact the Knowledge & Information Management profession?  Greatly I would suggest.  Organisations are not immune to fakism either and need trusted sources of content if they are to make effective decisions. I’ve banged on before about Curation (one of the 8 ‘ates – competencies – I suggest all good KM’ers need to have in their armoury) and this presentation underscored it’s importance. I shall be watching the outcomes with interest as the value of Blockchain (distributed ledger technology) apart from cryptocurrency is record keeping with significant potential as a receptical for Knowledge Assets.

I enjoyed

I missed

  • Much of the discussion around AI that took place in KM Legal where much of the automation of roles is taking place. The KM UK stream was noticeably quiet on the topic apart from a discussion around the replacement of call centres by chat bots. I did like one of Andrew Trickett’s tweets:
    • Is KMs role with AI to be like a Tamagotchi or in a few years time will it be completely different?
  • Any discussion about AI technology’s ability to mine and integrate with legacy systems. This, on the impact of AI and the discipline of Humanics, from AI expert, and the President of Northeastern University, Joseph Aoun, was in my mind having heard his presentation at Chatham House:
    • People are going to lose professions at all levels, not just blue collar or white collar. The AI revolution is colour-blind. Every profession that can be turned into a process will be turned into a process.

      Humanics is essentially the integration of three literacies: a technological literacy, a data literacy and a human literacy, and what I’m saying is that every learner should be – master the three literacies and integrate them. The technological literacy is the literacy that will allow the learner to understand computing, computers and how they operate. The data literacy is to understand how to navigate the sea of information that is generated by these artificial systems. And the human literacy is the literacy that is unique to human beings, that so far, artificial systems cannot emulate. And you know them, we practice them, it’s the ability to be innovative, to be entrepreneurial, the ability to be culturally agile, to work with people, to understand their body language when you work with them. To understand the global setting, to see opportunities to help people and to impact people. What I’m saying is that every learner should master the three literacies. That should be the base of knowledge.

I was surprised

  • EY have a giant ‘bucket’ (The Discover) platform for shareable content. It’s integrated with people profiles. But it was not clear to me whether or not Discover sits outside of the enterprise search platform.
  • That few people talked about how Social Enterprise Tools such as Workplace by Facebook are becoming “KM” in their organisations.
  • That KM’ers can still function in pockets of excellence in large organisations oblivious to others doing similar roles oftern called something different. It happened twice during the event (names witheld to avoid embarrassment).
  • That so few had considered the importance of ‘owning’ Expertise Discovery (see Martin White’s slide below)

From an Intranet Focus / Knowledge et al survey

I was pleased to see

A couple of really good opening keynotes from Kim Glover and Nicky Leijtens. These slides stood out as they descirbe in different ways how technology needs to enable good KM practices:

Technology in a KM World Kim Glover

“Why knowledge sharing initiatives fail” Nicky Leijtens

It was also interesting to see how KM is developing in the Middle East. Energy has always been a fertile hunting ground for Knowledge Managers with much emphasis on learning from doing. Hank Malik showed how PDO in Oman has taken Learning Before, During & After onto another level.

And I like that Ipsos (Market Research) have built a Knowledge Centre for the firm headed by CKO Simon Atkinson and remain focused on being great publishers.

Ipsos’ publishing model

Favourite quotes

  • “We have to be digitally savvy” – be there front and centre, embrace automation to do the analysis – be agile! Be in different places all at once. Focus on those that activities that cannot be automated. Sue Mucenieks at EY
  • Liz Hobbs of TfL Quoting McKinsey – 40% productivity surge if we learn and apply lessons from projects! “What creates a good lesson?” It can impact our future operations. What can we do to make the next project better and improve our StageGate process?
  • ISO KM Standard will not tell you how to do KM. It provides a framework that hopefully will help organisations get a good start, that doesn’t take months to implement. No mandatory requirement, no need to certify, primarily for internal use until the time comes when you can be audited by external assesors. Nick Milton
  • “Personalization lifts the burden… creates the feeling of being special and cared for…ensures loyalty”. Nicky Leitjens
  • “Challenge is for technology to help by improving the analytics so we can personalise curated knowledge”. Andrew Trickett
  • The KM team needs to be the enablers, facilitating and training others to deliver value from lessons learned and continuous improvements. Hank Malik
  • Role of KM is connecting. Help Desk run by Center of Excellence allows Global 24×7 support. Kim Glover

‘The Chartered Knowledge Manager’

Nick Poole CEO of CILIP made an appearance this year at my suggestion. If you’ve read “Navigating the Minefield: A Practical KM Companion” then you might recall that in Chapter 7 What surprised us, Surprise #8 was: Few KMers have formal KM qualifications. Having taught on various MBA’s / MSc’s in Knowledge Management that come and go I’ve long argued the case for an independent globally recognised accreditation from an industry body. Marketeers have CMI, HR professionals, CIPD but KM’ers? CILIP being established by Royal Charter is well placed to plug that gap.

Is there a need? I’d argue most definitely since 2/3rds of those in the room for his presentation expressed an interest in being part of the initial trial. Having run Masterclasses in Africa, Asia, Europe & The Middle East in the past decade I know how many of the attendees require certificates of attendance and completion. Such certificates might be prized but they carry limited weight with Human Resources / Personnel or an organisation’s senior executive cadre.

The imminent arrival of the ISO KM Standards (albeit that adherence is voluntary) provides a framework against which KM Programs can be viewed. An independently assessed external accreditation is another key component of the KM practitioner’s path to corporate legitimacy.

My KM Summit Wordle

I thought it might be interesting to run the top tweets from #KMSummit18 through a wordle to see what stood out. Interestingly it did not surface any of the 4 words that arose from my conversations:

  • Agile
  • Digital
  • Informed
  • Opportunistic

And finally

“Looking back to look forward”

The closing plenary session “KM competencies: A day in the life of a knowledge manager in 2020 which I ran was lively with lots of great ‘takeaways’.

The value of the exercise is giving people the chance to reflect individually, in groups and then with other groups.

It’s amazing how we all see and hear different things and this exercise gives people a chance to share and absorb.

To conclude I want to draw on Ipsos again. Simon noted it had taken them 3 years to achieve what they have. His tips are worth airing:

Ipsos’ Tips

When someone with significant expertise joins the organisation, what happens?

Not a lot if the responses to the survey Martin White and I ran are anything to go by. With most responses acknowledging importance of expertise to their organisation, and against a backdrop of reports suggesting that 1:5 of the workforce in the US will retire within 5 years and that 77% of employees are actively looking for a new job, it seems to us a good time to be taking a deep dive into the topic of Expertise Discovery.

How would you have answered this question? Your options are:

  1. We have a policy which values expertise sharing
  2. We have a Knowledge Management policy but there is no specific reference to expertise sharing
  3. We have a KM policy and are planning to include expertise sharing
  4. We do not have a KM policy but are planning to develop one
  5. We have no plans to develop a KM policy or a ploicy that values expertise sharing.

57% of responses ticked 4 or 5. There is much to discuss and yet the claims made today are that you can buy a product that will solve the issue at the press of a button. Maybe? Is your organisation like one I worked with a few years back who told a new senior employee that the knowledge they had acquired in previous roles was irrelevant as “we are unique”?

Those who attend our event on April 26th Expertise Discovery 2018 – optimising access to corporate knowledge will be able to

  • Appreciate how expertise profiling, expertise finding, expertise ranking and expertise sharing have to be integrated into an expertise discovery strategy
  • Understand the capabilities of the increasingly wide range of expertise finding applications
  • Apply the six crucial tests for evaluating these applications
  • Consider the respective roles of IT, HR, KM and legal managers in optimising the benefits of expertise discovery
  • Share successes and challenges with delegates under the Chatham House Rule

Over the past few years I have run a number of Masterclasses on the importance of effective Knowledge Capture & Retention and it was part of the thread that ran through “Navigating the Minefield: A Practical KM Companion” I co-authored with Patricia Eng last year. At the fulcrum of any organisational effort has to be a recogition that knowledge is not a commodity acquired at the drop of a hat. As a foreward to the chapter I wrote a few months back in “Knowledge Management Matters: Words of Wisdom from Leading Practitioners” I wrote:

As I was growing up and entering the workplace it was common for new joiners to have a probationary or apprenticeship period where you learned from watching then doing under supervision.

Depending on the profession that apprenticeship period could be anything from 6 months to a year and at the end rather like a pilot you were deemed competent to fly solo.

The assumption was that you were likely to be with that organization for a long period and that when you eventually did leave (or retire) your knowledge would have been passed on to those who would replace you.

Today employees are much more transient in nature and few organizations run apprenticeship programs: the c.v. is not about who you worked for, it is more about what you worked on (and achieved). It is highly likely that during their working life someone in their 20’s today will have worked for more than 5 employers (if not going solo as part of the ‘gig’ economy).

Organizations have to plan for this increasing turnover and changing demographics. Their systems have to cater for a transient workforce.

Part of that planning includes having thought about an approach to Expertise Discovery. I am sure you will be interested to learn why we are including this in our event.