It may come as a surprise that knowledge management isn’t simply about paper and electronic resources. Today's KM systems also capture the information in people's heads: the tacit knowledge, that when added to explicit knowledge completes the picture. The art and science of KM involves synthesizing the two for maximum impact. Please read on for some tips on how to make it work.
In his Adweek article, Millennials are Discovering Art by Ditching Museums for Instagram and Pinterest, Robert Klara asserts that “social media has nudged museums aside as the primary venue by which American consumers discover works of art.” Don’t let your museum be nudged aside!
Education is required when introducing a new KM initiative, during roll out across your organization, and as a key part of ongoing implementation. You must continue to offer training in a variety of ways; once is never sufficient. Please read on to learn the elements of a knowledge management training program, drawn from my new book, Proven Practices for Promoting a Knowledge Management Program.
Our first three posts defined customer engagement and focused on our clients/colleagues. We suggested a strategy for identifying and connecting with the colleagues we serve. We looked into gaining a better understanding of ourselves as people, and we reviewed the core skills for listening. In this post we design a roadmap for engaging colleagues in the various specialized settings of information professionals.
Frequent travelers through San Francisco’s airport who love to read have probably stopped in at Compass Books in Terminal 3. The quality and range of their selection always impresses me, as do the knowledgeable staff. Recently, when SFO underwent significant renovations, I feared the store had closed—another victim of the digital age.
Part Three: Client Engagement in Special Libraries—What are the skills and competencies for engagement?
In our first two posts in this series, we defined what customer engagement is in the special librarian’s context, and outlined an approach to building a special library focused customer relationship management system.
Now, let’s ask ourselves what are the major competencies required for success? What should we invest our personal development focus on?
As mentioned in my first post on this topic, in order to sell knowledge management to your stakeholders, you first need to become a KM expert yourself. As an expert, you’ll develop a very clear understanding of KM’s benefits to your unique organization. I included seven of the major benefits of having a successful knowledge management program in Part One of this post; here are another eight—drawn from my new book, Proven Practices for Promoting Knowledge Management.
My last post defined terms related to customer engagement and focused on the personal relationship-building component of our mandate with our target colleagues.
A major element of building relationships is knowing your colleagues well. No one’s memory is perfect. You can’t remember everything, and you may be working in teams (although this is useful for solos too). For sustainability and teamwork, you need to build a database that pulls together your knowledge of your clients and colleagues.
To sell knowledge management to your stakeholders, you first need to become a KM expert yourself. This involves developing a very clear understanding of KM’s benefits to your unique organization. Please read on for seven of the major benefits of having a successful knowledge management program, drawn from my new book, Proven Practices for Promoting Knowledge Management Program
This series of blog posts on client engagement is inspired by a reader comment. Thanks!
“I appreciate Stephen Abram's tips. Could you talk more of 'engagement'? How can special librarians 'engage' employees? THANK YOU!”
This reader comment has inspired me to think more deeply about how special librarians and information professionals need to behave differently on the customer engagement front. Yes, special librarians are different!