I'm now a full week into my new job. I'm still in the process of defining my role and describing what I will be doing but here's a first attempt: I work with the Chief Knowledge Officer and other OCKO (Office of the Chief Knowledge Officer) team members at NASA's Goddard Space Flight Center to "maintain and expand knowledge management practices within Goddard." There is a set of six knowledge management practices that the OCKO focuses on so that the mandate of the office is relatively well defined.
My initial transition acceleration plan is a 100-day plan which involved a combination of learning and doing.
- Who is who? Who does what?
- How do I go about doing X, Y, and Z?
- What does Goddard do? (history, current, future)
- What does the OCKO do? (history, current, future)
I don't have a detailed workplan yet. I didn't expect to have one drawn out by the end of the first week. However, I already have a much better sense of what needs to be done and what the existing team has been doing.
My first inter-related steps include the following:
1) Practicing my "story": What am I doing here? How do I contribute? How do I fit in?; and
2) Getting invited to accompany team members to any meetings I can in order to be introduced to as many people as possible and immediately start building my own network based on the team's existing relationships.
I have a specific idea for a more substantive 100-day project. It hasn't been flushed out yet but from my perspective it would be very useful to undertake a rapid knowledge management audit. I don't want to be doing an extensive audit of knowledge but rather develop an inventory of ongoing knowledge management related activities. For example, there is a main library and then project-specific libraries. There are multiple training and related capacity building events developed across the Center. How can the activities of the Office of the Chief Knowledge Officer complement and leverage ongoing knowledge management related activities sponsored by various parts of the organization?
Week 1 lesson learned: It's fine for me to get a clearer understanding of what my role is going to be but it's as important for other members of the team to share the same understanding.
Have you read "The New Leader's 100-Day Action Plan"? Do. It lays out the tools we use with our Executive Onboarding and Transition Acceleration clients. Learn about us, PrimeGenesis, at www.primegenesis.com.
Partner - PrimeGenesis
Thanks Mary. I'm not exactly executive level but some of it applies to my situation.
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