The KCS v6 Leadership Workshop is a multi-day workshop taught by KCS v6 Certified Trainers.
Who Should Attend
- Leaders in the organization
- First- and second-line managers
- Program and project managers for KCS adoption
- KCS Council participants
Someone who completes the KCS v6 Leadership workshop understands:
- The perspective, concepts, and skills needed to successfully adopt KCS and optimize it through continuous improvement
- The relationship between the organization’s goals and KCS
- What is different about KCS and why it is important to the customer experience
- How to establish leadership’s role in communications and performance assessment
- The difference between activity-based measures and value-based measures and how to use each appropriately
- How to capitalize on the key motivational factors for employee engagement to create an environment that enables a sense of connectedness and accomplishment
- How to create excitement about and buy-in for KCS
- Create a plan to influence specific people within the organization
- Know how to shift from a transaction-centric model to a knowledge-centric model
- Identify and replace static linear processes with self-correcting double loop processes
- Recognize the value and difference between traditional escalation and intelligent swarming support models.
- Define clear, measurable, consistent goals aligned between KCS and business goals
- Reduce time to obtain business benefits from KCS
Welcome and introductions
Current challenges and opportunities
- What are the goals of the organization?
- What are the current challenges?
- What are the challenges for managers in a KCS environment?
The big picture – A demand based view of support
- Understanding and influencing the customer experience
- The dynamics of the evolution of customer service
A few thoughts about “knowledge": what exactly is it?
What’s different about KCS and why is it important to the customer experience?
- Overview of the KCS workflow and content standard
- Performance Assessment – it’s about the creation of value…
- Leadership – focus on “what.” Let the people doing the work focus on “how.”
KCS Roles and responsibilities
- KCS Contributor, KCS Publisher, KCS Coach, Knowledge Domain Expert, Managers/leaders
Company values and culture
- What beliefs are behind our traditional management practices?
- Some examples of amazing results through a new set of beliefs
What motivates people?
- “All knowledge workers are volunteers”…. Peter Drucker
- Do we need incentives to participate in KCS?
- Rewards and recognition – what works, what doesn’t
The power of alignment
- Engaging people through a compelling purpose and alignment to values
- WIIFM – what’s in it for me?
The challenge of communications: exercise
Assets and liabilities on your team?
- Who is embracing change and how do you support them? Who is resisting change and how do you influence them?
Organization and team measures – a measurement framework
- Performance drivers (motivators)
- Trends for leading indicators (activities)Goals for lagging indicators (results/outcomes)
Individual performance assessment
- Practicing a new conversation with employees using value based measures
- New measurement system
- Performance scenarios – who is creating value?
- Discussing behavior and process (not numbers)
Handling objections: gifts, badly wrapped?
Envisioning the future state and leadership’s role in it – action plans
- Organizational goals
- Knowledge management is fundamentally about engaging and enabling people
- Enabling continuous improvement, learning and growth