Nancy's post PLUS Harold's illustrations got my day off to a very positive start. Is it a confluence of events and conditions that have precipitated this growing awareness and acknowledgement that PKM is required (especially in larger organizations) and that teams are the key unit of work now? I continue to see a great deal of (disabling) hierarchy in organizations that profess to make the team the center of their efforts (to deliver value, to innovate, etc....name your trend of the week.)

Leaders as knowledge catalysts (not) is likely the impediment I'm seeing (and experiencing) most often. I very frequently find people in leadership roles due to longevity, institutional knowledge and familiarity (with other leaders.) Agents of change? I don't think they're aware of that as a key aspect of their role. This could be a result of where and how I'm looking (and working), too.

I'm going to share this post and Nancy's post with an HR leader where I'm engaged. I believe she will be very receptive, and through this possibly influence the leadership team.

On a side note: I did work this way for a few decades in (primarily for technology companies in the 70's and 80's); each engagement memorable and pattern-forming. I can remember the names and faces of the impactful leaders, colleagues and teammates. Leadership then was less risk-averse (or just a little reckless, perhaps) and/or bold enough to push boundaries. I'm still trying to refactor those experiences for modern times. This post is is a major aid in that work.