Greg, I can really appreciate your take on leaders as knowledge catalysts. Just to clarify, I think you are referring to people in formal leadership roles, like executives and senior managers. But your observations resonate with me.

I think it's time we start talking about the models Harold shares in the post (PKM, Seek-Sense-Share, etc.) directly with the workforce. The nature of work is changing (e.g., shift from low-value to high-value work) and the average employee cannot bet on leadership providing the upskilling or re-skilling they need. It is in each employee's best interest to become a self-directed learner, whether or not their organization supports them directly.

However, managers and executives are employees, too. The smarter ones will understand that employees pursuing learning on their own is a good thing, and will figure out how to "jump in front of the parade". If we can get them started, and help them network with others, then the "small groups, loosely coupled, united in purpose" concept might take hold. Otherwise, most employees will be waiting for help that doesn't come.

To sum up, I think we need to supplement the typical consultant message aimed at executives with a more grass-roots effort aimed at the workers themselves. Thoughts?