The Management Blog

Tips & advice to help you improve your performance


Knowledge Management

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Training For Experienced Managers – What Can You Teach Them?

skill tuneNew managers typically understand that there is a lot they need to learn on the job.

While they can be experts in their given fields, the art of leading other people is not innate to many, and new skills are essential to take on to be an effective manager.

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How To Inspire When You Are Just Giving Out Information


Managers recognise the need to inspire and energise their people to perform at their best and hit their potential. However, if all you’re doing is passing out information or topping up their knowledge with data, how can motivation or inspiration play even a small part in the communication?
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The Updated & Modern Version Of Maslow’s Hierarchy Of Needs


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We’ve all heard of Maslow’s Hierarchy needs but this is the modern and up to date version!
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Positioning Yourself As An Industry Expert

Expert lightbulbDo you like to influence people? Have you got knowledge of your subject to the extent that others could benefit from your experience?

If so, you are or could be an effective expert that people take notice of and listen to. Learn More

How To Make Knowledge Management Work For You

Knowledge Management is a key requisite in today’s business world. Without a solid system of managing what knowledge is available to you within the company, you run the risk of losing valuable information, of people hiding behind the security screen that acts as a buffer for their insecurities in sharing information, and of people learning a great deal while with you and then taking it with them elsewhere.

Keep in mind these valuable hints for why you should have a good knowledge management system in place:

1. Quality of information and knowledge

Low quality of information in a company is a demotivator for knowledge and information Management. Finding outdated information or no information at all creates frustration and apathy

2. People are different

People are different in the way they think, feel and act. Knowledge management programmes that do not respect this internal face of individuals are not doomed to fail, but the probability of success is much, much lower.

3. Sharing knowledge

Remember that a knowledge management system is the result of sharing knowledge. It is not the sharing of knowledge in itself.

4 Communicate personal benefit

The foundation of all improvements — hence, changes — for a user is his or her personal benefit. When users do not see a direct or indirect personal benefit, they will not be inclined to contribute to change or put in the extra effort.

5. Promote re-use

Instead of sending out the message to share knowledge, management should promote the re-use of each other’s valuable information and knowledge. In practice, it is the lack of re-use (and related

respect) that limits the results of knowledge management, not the willingness to share knowledge.

6. Retrieve only relevant information

Don’t give reasons for overwhelm. Too much information will be daunting and unappreciated. Your aim should be in retrieving and delivering only that information which is relevant in the context of the moment.

7. Who is the expert among you?

Everybody and nobody. Everybody possesses knowledge, expertise and wisdom. The question and challenge is to identify, match and feed personal knowledge with the knowledge required by the

organisation in order to be successful. Nobody is an expert as long as the personal knowledge is not used and applied for the sake of organisational results.

8. Management by example

Management is an example for its team, department or organisation. So, make sure your words and actions point in the same direction. Many knowledge management initiatives fail because this obvious and simple rule was not respected.

Being the example of how you want people to be is pre-requisite in knowledge management within your company. Assess the value, build the commitment and earn the plaudits from the results.

Thanks again


Sean McPheat

Managing Director

MTD Training   | Image courtesy of Big Stock Photo

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How To Guarantee Your Employability

Gordon Moore made a statement in 1965 that has become known as Moore’s Law. He stated that the number of transistors in a computer chip will double every two years. This law has past into mainstream business, and we now hear writers talking about how our knowledge of everything is doubling every 18-24 months.

This opens up an interesting debate regarding how it affects management development, especially in regard to how we keep ourselves up-to-date with information and technology, as most things we buy and use today are out of date the moment we start using them.

With this increase in speed, we need to ensure we keep abreast or we will certainly be left behind. Eleanor Baldwin stated that “85% of the new work force will be in the four Information Age areas; High Tech, Environmental Organisations, Health-Care Industries and markets that cater for the Elderly”. As managers continue to speculate about the new opportunities, challenges and uncertainties associated with change, then thriving, surviving or even staying relevant will become a major concern for many.

Maintaining your employability will be an ongoing challenge as you prepare for uncertain times. Reflect on these facts…

* Managers are likely to change their jobs several times in their careers

* Technology will create millions of jobs and eliminate even more

* Staff will be more global and flexible in their working practices

* Lifelong learning will be essential

* Training will be delivered ‘on-demand’

* Organisations will pay for the value of the person, not the job

* Projects will take over from jobs as the driving force behind productivity

So what can you do to guarantee your employability in the future…?

* Be up-to-date with technological advances. There is simply no option. You must know what’s going on or you will become obsolete

* Be mobile. If not physically, in your mind. You must adopt a mentality for mobility, as this will allow your expertise and experience to be more marketable

* Continue to develop your people skills. People with high emotional intelligence will always be in demand. You must be able to motivate and get the best out of people

* Embrace change willingly and enthusiastically. Your attitude to change and your willingness to drive it rather than be a victim of it will make you stand out in employers’ eyes

* Commit to lifelong learning. By standing still, you get left behind. This will help you to become more versatile and valuable to employers. Keep listening to positive CDs and MP3s. Download and immerse yourself in positive influences. You’ll learn so much from people who have been there and done that before you

* Become visible in your business. Network. Build relationships with people of influence inside and outside your industry

* Get yourself a coach.All top performers in business have a personal coach, and yours will keep your eye on the goal and keep you motivated to contribute successfully

* Become known as a valuable team player, with strong problem-solving and decision-making skills

* Become someone who creates your future rather than just waiting for it to happen.That’s the only way you can stay valuable to an employer

The cream always rises to the top, so keep yourself in touch with progress and you’ll be the one headhunted in the future rather than hunting for work.

Thanks again



Sean McPheat

Managing Director

MTD Training   | Image courtesy of Big Stock Photo

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The 4 Fundamental Principles of Knowledge Management

In the past we’ve had several conversations about knowledge and how to manage the knowledge you have within your ogranization. We’ve talked about auditing information, storing information, and even making sure it gets back out to those who need it.

Today I want to talk about what I consider the four fundamental priniciples of knowledge management. They include capturing knowledge, validating knowledge, accessing knowledge, and then scaling that knowledge down. What do I mean?

The idea of capturing knowledge is pretty simple – in theory, anyway. Capturing knowledge is the process by which you determine what knowledge is available and then bring it together into some form of documentation. Knowledge that isn’t documented can’t be shared or used.

After you capture knowledge you have to validate it. Validating knowledge is about ensuring that the information you have is accurate and relevant. It won’t do you any good to have incorrect facts in your database and it’s just as bad to have completely outdated information as well.

After you capture and validate the knowledge within your organisation you have to create a way that makes it easy for everyone to access the pieces they need at any given time. They shouldn’t have to sort through an entire database. It needst to be indexed so that it can be easily found and used.

Scaling information is the process of making the information you have into something usable regardless of the geographic location of your business. If you are part of an international business, for example, your employees in New York City and Tokyo may need to access the same database. An employee in NYC can’t use one method of capturing, validating, and accessing if an employee in Tokyo is doing something different. If that happens, you’ll end up with a database of jumbled information.

How do your knowledge databases look right now. Could they use some improvement?

Thanks again,


Sean McPheat

Managing Director

MTD Training   | Image courtesy of Big Stock Photo

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Conducting a Knowledge Audit

Now that we’re a bit more familiar with the knowledge management cycle and some of its key factors I’d like to take a few minutes today to discuss the importance of conducting a knowledge audit. A knowledge audit is the process through which you take an inventory of the actual knowledge stored within your organisation and how it is used.

The knowledge audit is incredibly important for a number of reasons. It allows you to identify some of the strengths and weaknesses associated with your organisation’s overall level of progress and method of storage. The following are six signifcant outcomes an audit will provide:

  • First, you’ll be able to identify areas in which you either have too much or not enough information;
  • You’ll be able to identify how good your organisation is at keeping up with current events and then updating its resources with the most up to date knowledge;
  • Your audit will tell you how often your employees or team members are making use of information that is outdated;
  • An audit will usually help you to identify areas in which people are holding on to valuable information that should otherwise be archived and shared with the rest of the organisation;
  • Your audit process will help you to identify places where people are reinventing the wheel, or duplicating each other’s work, because they don’t all have access to the same knowledge; and
  • You will be able to identify resources you may not have known you had available to you, including old pros and those who are experts in certain areas.

The conduction of a knowledge audit is essential to the success of your business. It is imperative that you keep your resources as up to date as possible so that your potential customers see you as a valuable source of information – and want to do business with you instead of your competition!

Thanks again,


Sean McPheat

Managing Director

MTD Training   | Image courtesy of Big Stock Photo

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