When I set out on my Presidential journey last January it was in the expectation I would get to meet a cross section of the membership at the annual conference as well as regional events. As it turned out ‘my year’ was almost exclusively virtual. The upside: I got to meet a number of international members and speak at international events. The downside: I didn’t get to visit other parts of the UK to see first hand the important role libraries play in the community.
I’d spent much of the previous 3 years promoting the idea of an independent accreditation for the Knowledge & Information Management professional, so I had high hopes that KM Chartership / Fellowship along with the recently released ISO KM Standards might come to prominence during my term of office.
As the global community was attempting to get to grips with restrictions caused by and the aftermath of the pandemic I was intrigued: What will the new normal look like?; will work be a hybrid of virtual and in person?; will it revert to being location specific?; and will the communal spirit endure? I hypothesised that in 2021,
I am convinced that those who succeed will be agile, collaborative, tenacious, excellent facilitators and a trusted resource, good at curation.
How accurate was this hypothesis?
One of the initatives I introduced was “Presidential Musings. I invited a variety of prominent industry figures to examine some of the questions I’d raised. These were captured in CILIP’s flagship publication Information Professional and can be accessed below.
We started with the ISO KM Standard and it’s likely take up. We then looked at the rapid growth in digital publishing and it’s potential impact on Libraries. Following on, we examined the impact of onboarding new employees in a virtual world. We looked back to look forward in assessing the role of Libraries over 100 years. We tracked the journey of a senior University Librarian who changed roles and continents. We debated (and captured thoughts on) distributed working and its impact on urban centres. We rounded off with a look at the role Knowledge & Information Professionals played in helping to run a successful Olympics during the pandemic.
As I look back at each article I am extremely grateful to everyone who gave of their time and knowledge. I hope you find them as enjoyable to read as I did to research and write.
Isabel De Clerq and I have never formally met though, like many, we are virtually connected. So. it was with great pleasure / anticipation when this little green book, with a nice note from Isabel inside the front cover, landed on my doormat a few weeks back.
This is a book you will not want to put down. As one page merges into another, the dog eared pages multiply and whomever is in the vicinity hears “listen to this, we do that..”, accompanied by nodding. I knew I was going to enjoy “Hybrid Work: A manifesto” as the opening paragraph is set in Isabel’s kitchen and my good friend Luis Suarez‘s thoughts on #distributedworking are referenced early in the book.
I promised Isabel (who has a love of Portugal) I would read it overlooking the Rio Tejo.
It’s a book that spawns ideas. Here are some of my reflections.
What complements my thinking?
Meetings: Isabel places great emphasis on meeting preparation and conduct. A few decades back I was Business & Strategy Advisor to a fledgling dotcom business Sopheon. Globally acquisitive, with offices in Amsterdam, Maastricht, Minneapolis, Denver and Guildford, we added to the portfolio of companies by acquiring a software business in Frankfurt. It became rapidly apparant that work was needed to get everyone on the same page especially when holding meetings. We drew up a code of conduct “Meetings Matter” around preparation, attendees – roles and purpose and proposed outcomes. It worked and I use it for all client meetings.
Connection between people and organisation: This stood out
The presence of that greater good; the knowledge that your contribution matters; a match between your values and those of the organisation; and the fact that you can develop yourself through your work, these four elements ensure a strong connection. A connection that goes further than an office building with a trendy lounge and a matching coffee corner.
In Suggestion 4 – “The office as a vibrant hub” – Isabel casts doubt on its future role and that of the ubiquitous coffee corner unless underpinned by a deeper connection between people. While I totally agree with the importance of a collaborative and supportive culture (see my most recent blog Simple steps), as Gillian Tett wrote in an excellent article in The Guardian last year quoting from a study on performance of virtual vs in person co-located trading teams:
“in-person teams had more incidental information exchange and sense-making, and at times of stress this seemed doubly important.”
In “Suggestion 7” Isabel dares to dream. “I dream of an organisation where knowledge workers end the day with a satisfied feeling.” The term “knowledge workers” has never sat comfortably with me since I heard it back in 1994! To some extent we are all knowledge workers not merely those tasked with white as opposed to blue collar tasks. Tradespeople who use their hands also draw on knowledge. Likewise farmers, who might equally be termed agricultural engineers, often develop a sixth sense of weather and growing patterns based on knowledge. Where, if at all, does the term knowledge worker start and finish?
What are my takeaways?
Importance of neutral space and focus time: a few years back in advance of a masterclasses with Martin White on Managing Virtual Teams we ran a survey that asked contributors where they had their best ideas and conversations and where they worked best. The overwhelming response was “Not in the office”, universally they noted the importance of a space that was not home! In my 3rd CILIP Presidential Debate (Shift happens – the future office / library in a connected world) the premise was that “In the future, rather than being fixed in one place with a single purpose, people will move seamlessly between different contexts – home, work, college, community – at a time and place that suits them, enabled by always-on smart devices.” The conclusion, that people wherever they are working still need some neutral (decompression) space.
It’s ok to clarify: – “I heard you to say and understood you to mean” is a phrase I’ve often deployed with organisations with a polyglot of nationalities where English is a second language. It is especially important in hybrid work where the propensity for miscommunication is great. I advise every team I work with to develop a practice that encourages clarification.
Virtual peripheral vision: When I am giving an in person speech or masterclass I can guage the audience’s response and if need be to focus more on areas of uncertainty. I’ve not yet honed my virtual peripheral vision so build in more “I heard you to say” time to understand what landed.
From 90 to 60 minutes per session: Hybrid work is tiring and as Isabel suggests it is most effective when everyone adopts the same mode of communication rather than having virtual outliers. I try and build breaks every 60 minutes when working virtually rather than the traditional 90 minutes blocks I use when conducting in person sessions.
People who ‘wing it’ tend to get exposed in a Hybrid Work environment so preparation is one of the critical success factors!
Hybrid (Distributed) Work is undoubtedy the way to go – it’s revolutionised the way we interact with each other. Imagine how without it we would have coped with the effects of the pandemic. Our challenge now; how to retain the human characteristics that differentiate us from AI powered machines and create environments that allow everyone to prosper not merely those with access to technology?
Isabel’s lovely little book poses many questions as well as answers, it gets you searching for your own solutions. I commend it to you!
Many years ago Nicola, my daughter, asked this question. I spent at least 3 months of the year going to places that would not feature on any list of recommended travel destinations. And when I came back much of what I would discuss was somehow from another world. She was mystified (and probably still is) which is one reason I started recording my adventures and writing books.
I’ve learned much about people, places and culture to the point where I have more friends outside of the UK than in it. Someone asked me how many countires I’d visited – while not yet in three figures the number is not far off.
During a 40+ career I’ve managed countless assignments while pursuing a portfolio of activities and dealt with many clients while I was a banker plying my trade in the Middle East.
So, I was delighted when, on assuming office as CILIP President, I received a request from one of their special interest groups, International Libraries & Information Group, to give a talk to them about working internationally.
They very kindly recorded the event for posterity and here it is:
It’s been a tough 12 months as we’ve all come to terms with isolated living. For many it’s seen personal relationships flourish while more have witnessed them collapse.
Help yourself in order to help others
A few weeks back on LinkedIn I put up a post “Put your oxygen mask on before helping others...” which attracted a lot of comment. I’d written it after a conversation with a friend who is a very perceptive relationship therapist. She and I had talked about the effect of Lockdown Fatigue and I was drawn to a comment she made:
“…we’re missing out on the life-affirming impact of seeing our value reflected back at us through the eyes of our friends, family, work colleagues and clients.”
What followed via LinkedIn chat was a very thought provoking discussion about #distributedworking and the need to develop some form of virtual peripheral vision.
Yes, there is no substitute for the F2F interactions. We would always need them. After all, we are social creatures who crave for a strong sense of belonging and bonding, but through ESNs we’ve definitely being able to augment a different kind of interaction, just as powerful: conversations.
eating scraps from bins in Austria
These conversations came back to me as I heard the sad news this week of the passing of Lotti Henley one the people I featured in the ‘most admired’ section of my site. Here’s what the Mayor of London said about her a few years back:
‘…an86 year old war hero; an Austrian aristocrat who was forced to eat scraps of food from bins to survive during the Second World War...She says her lasting memory of hunger is the motivation behind her new campaign, Plan Zheroes, which aims to link up hundreds of shops, supermarkets and other food outlets across the capital with local charities in need of free food.’
Lotti was a person who made it difficult to say no to, a truly unique person.
Here’s a moving montage of her life in pictures put together by her grandson.
I’ve spent much of the last couple of months balancing commitments. People often talk about work / life balances; for me the boundaries have become so fuzzy over the last few years as I’ve got older and have the ability to make a choice of where to spend my time.
I regularly get asked at dinners (when we were able to attend) haven’t you retired yet? What this year has taught me at least is to devote time and energy to those who don’t drain you of it!
Which is why I’ve found the “in conversation with…” sessions I’ve been conducting each week with a member of CILIP so rewarding. I hope to do some of the stories justice in a couple of month’s time when I host the 2nd Presidential Debate alongside award winning journalist and best selling author Kate Thompson.
I was delighted to have been invited to be the launch ‘act’ for the KM Lobby a program of Pioneer Knowledge Services hosted by Ginetta Gueli, Monica Danese-Perrin, and Edwin K. Morris M.S. We spoke at length about the importance of KM Chartership and Standards. It was a fun 45 minutes which is available here
Phew! Having arrived in Lisbon on December 20th concurrent with the announcement that estrangeiros were being banned, my wife and I headed for the Covid-19 testing centre so we could spend Christmas and New Year looking after my poorly Mother in Law. Imagine our relief as we caught the last flight back to the UK (and a period of self isolation) on January 4th before the cancellation of all flights.
While there I’d prepared my first Presidential message to the 10k+ members of the Chartered Institute of Libraries & Information Professionals (CILIP). In it I’d set out a few objectives and I’m delighted to note that a couple are underway.
The first of my “Presidential Musings” is about to be published in CILIP’s flagship publication Information Professional. “To certify or not – the value of an ISO standard?” features a couple of highly respected senior managers who give their thoughts on how organisations might seek assessment against ISO 30401. Patricia Eng was an obvious choice, being the first globally accredited ISO KM Auditor and the former head of KM for a national regulatory body, as was Carol Aldridge, one of the few KM professionals I know of who has introduced ISO standards into her organisation. Carol’s summary comment is very apposite:
“Demand may come if and when organisations see this standard as a convenient means for evaluating suppliers’ KM performance as well as a framework for assessing their own.”
And the good news is that subscribers (CILIP members) can now view this via a downloadable app.
“Don’t know how to be poor”
A very busy month followed: 4 days of masterclasses, a couple of board meetings, numerous Zoom calls, a webinar on search, plus 2 Cobra meetings in my home town Eastbourne to discuss the ongoing pandemic.
From relative obscurity and a very low rate of Covid-19 cases per 100k Eastbourne entered the top 10 of most affected areas in the UK with an average of nearly 1k cases per 100k. Civic leaders and health professionals attributed it to:
An influx of day trippers driving to the South Downs National Park to meet friends
A large proportion of blue collar manual workers unable to work from home
An influx of homeless people from outside the borough being housed in local hotels
A campaign to change behaviours around the use of masks while shopping and fuelling the car is being put in place since 30% of cases were attributable to those activities.
Perhaps most worrying is the dramatic rise in demand from working class families seeking assistance to feed their children and too proud to visit food banks. As one of the volunteer group leaders put it, “they don’t know how to be poor” and need a lot of assistance and direction from volunteer groups to signpost them to the help that’s available.
The good news is our local vaccination programme is ahead of schedule (my 93 year old mother had the jab in December) and collaboration, between everyone involved in the supporting the local community, remains excellent.
One of my Zoom catch up chats was with the engaging Ian Rodwell of Linklaters. We talked about how in a virtual environment you might recreate the serendipitous encounters that are often the source of new ideas and connections. Ian is working on something he describes as “Scheduled randomness” – watch this space for more, and as Head of Client Knowledge & Learning his focus is on Osmotic Learning. “Lockdown Learning” and “Return to the Office Toolkit” are recent outputs.
Ian’s challenges are I imagine mirrored by many: how to maintain lockdown momentum, motivation and focus in a virtual environment; how to build on the extended reach that tools such as Zoom and Teams provide; and how to keep the contributions (top tips) coming from officers.
I heard similar concerns about keeping up momentum expressed in a subsequent conversation with another global Knowledge Manager. We talked about the difficulties of managing across continents and time zones, of maintaing peripheral vision while facilitating virtually and encouraging contributions from junior members of staff. She noted one downside of Teams is that it can create silos.
Being remotely human
Having introduced Dr Bonnie Cheuk to the members of CILIP’s K&IM SIG I wanted to be sure to attend the webinar she ran a few weeks back entiled: “Digital transformation, learning and development and knowledge management: is the line blurring“. I was glad I did.
Bonnie’s title is is Senior Business and Digital Transformation Leader, AstraZeneca. So much of what she does is around facilitation and creating an environment for knowledge sharing to occur. I had the pleasure of working with her and members of her team a couple of years ago during the transformation of the business and know how important a number of the initiatives she put in place were in accelarating changing ways of working. The unprecedented discovery and production of the AZ/Oxford Covid-19 vaccination is a great example of more agile working and effective use of tools such as “Pause & Reflect”, “Working out Loud” and “Paying it Forward”.
I was particulalry drawn to her example of creating a regular online hangout around the virtual global watercooler as an attempt to redefine learning and unlearning and create a human space in a remote environment. More on that in the future, below is a sneak preview!
While on the subject of Agile working, Chris Collison and I had the great pleasure of running a “behind the firewall” KM Cookbook Masterclass over a couple of days for the Agile Business Consortium’s senior leadership team and board. Using a combination of Zoom and Mural we used the KM Canvas to address issues that will arise as they develop their KM capacity.
What stood out to me, apart from how smart they all were, was the ease with which they navigated the canvas and how rapidly and candidly they were able to identify gaps and needs.
Much work has been going on in the health sector. Apart from Chris Collison and my masterclasses with Public Health England, Health Education England (HEE)’s Library & Knowledge Services, who have been doing an amazing job providing evidence based knowledge to front line workers, recently launched a five year strategic framework Knowledge for Healthcare Mobilising evidence; sharing knowledge; improving outcomes. Led by Sue Lacey Bryant, a CILIP Trustee and the 2018 winner of the Walford Award, it is very much at the core of a drive to professionalise Knowledge and Library Services across the health industry. Who can argue with this:
Knowledge and evidence are business critical because the quality of care, patient safety and service transformation is underpinned by informed decision-making.
In fact, HEE helped fund the enhancement and rewrite of CILIP’s Professional Skills and Knowledge Base (PKSB) which is due to be launched to the profession in Q2 this year. HEE use it as a core tool for helping to develop its professional staff. Mapped to ISO KM Standards 30401, it is a major development and goes a long way to providing a set of core competences against which to benchmark a knowledge professional’s development.
“In conversation with…”
l’ve begun the initiative of direct engagement with CILIP’s members I flagged in my presidential message. These chats have been both enjoyable and heartwarming; hearing the stories of people coping and thriving in a pandemic will hopefully inspire others. I will be summarising these conversations in my regular column in Information Professional.
Ahead of the recent round of Virtual Mezze Masterclasses we asked participants to imagine they were at dinner with a partner.
The responses from many KM ‘newbies’ were hugely insightful. Here’s a selection:
Knowledge Management is about leveraging information, knowledge, experience and connectivity, it can speed up processes and learning allowing you to start off on the best foot and be creative.
How to ensure that knowledge and experience of every individual in a community is shared in such a way that 1+1=3
Bringing together knowledge and evidence from across a range of sources and synthesising this to enable easy interpretation.
Knowledge management is really important to everyone because it helps us all to do our jobs and keep our organisation running. Imagine if there hadn’t been any guidance or procedures, when you first began your job. How would you know how to do it? Capturing the knowledge and experience of others that have come before is important for this. But equally important is that you know where to find it – even starting with knowing that it exists. So, having a structure and knowing how to use both the structure and the information is very important!
Without it I guess we’d keep re-inventing the wheel or the flat tyre. Time consuming!
This, from Aku Sorainen senior partner of one of the most successful European law firms, and a reviewer (a “restaurateur”) of The KM Cookbook, neatly sums up the value of KM to knowledge based institutions.