Knowledge leader
The Knowledge leader transition program is uniquely based on the Specialist Pipeline concept. It is an intensive program that gives the specialists operating at the knowledge leader level insights, tools and practical training in how to fully step up and into their role.
The program clarifies the specific responsibilities and performance expectations for knowledge leaders, and it ensures that the knowledge leader develops the right work values, time application and skills in order to be successful in the role. After the program, the knowledge leaders will have a clear perspective on how they uniquely create value and they will have learned to appreciate their specialist role. Watch the video to learn more about the Specialist Pipeline.
Why Invest in Developing Knowledge leaders?
Most knowledge leaders experience that in this role, for the first time in their career, they report to a manager who does not have a significant insight into the knowledge leader’s domain of expertise.
Consequently, the direct managers depend on the knowledge leaders to lead their domain of expertise and to position it inside the organization. Also, the knowledge leader will have to work quite independently across the organization.
This group of specialists is critical to the organization. They possess critical knowledge and they need to step up and into this much more independent role. At the same time, many knowledge leaders experience that they are not in control of delivering on their business objectives and they do not get much professional mentoring from their direct manager.
If we do not support the knowledge leaders in their transition from knowledge experts to knowledge leaders, they often end up operating at a too low level, they focus only on present deadlines and they neglect to further develop their domain of expertise. At the same time, they feel frustrated in their role and the risk of resignation or demotivation is significant.
What Our Participants Say
“I was very impressed with both the section about coaching and the section about influencing without authority. It’s exactly what I need at my workplace. Further, it was very useful to learn about transitions. It helped me identify what I should leave behind and what I need to start working on.”
“This knowledge leader training gave me a fresh perspective on how to lead my own manager better and make sure that I have my stakeholders in place before and during my projects.”
“I thought my natural next step was a people manager role. But now I want to stay in the specialist career track.”
“I used to be frustrated that I am not in full control of meeting my goals. But now I see that this is the nature of operating at a leader level.”
“I once attended some influencing training without getting much out of it. But now that I got more or less the same influencing training in a knowledge leader context, it all makes sense.”
Target Audience
The target audience is specialists who have to make the challenging transition from being a knowledge expert to becoming a knowledge leader - passage 2 - and operate effectively in this specialist role.
The program is designed to capture specialists across functions. Only requirement is that all participants holds a position at knowledge leader level. Accordingly, most organizations design programs to capture the broad audience of knowledge leaders across functions and bring them together on these programs.
As these are the first programs of their kind, organizations normally mix newly appointed with more experienced knowledge leaders. The measurable impact of the program does not differ based on the participants’ experience. This may sound surprising. However, time itself does not help specialists make their transition. Often to the contrary. If specialists are not supported in their transition within the first 18 months after promotion, if they are not coached to find new ways of getting success, then they often end up going back to previous ways of finding success.
Action Learning
Everything is based on the participant’s own day-to-day challenges, and in addition we will include the participant’s direct manager in the learning process.
Instead of the participants bringing the training back to the job, the participants bring their job into the training.
The integration of everyday life is so strong that participants often feel that participation in the program is like being at work rather than being on a program. Consequently, learning from the program is directly and immediately applicable when the participants return to their job.
Become a Certified Knowledge leader
Upon completion of the program the participant can be registered as certified knowledge leader and they are eligible to enroll in the LPI alumni forum which secures continuous learning many years after the program. In order to register as certified knowledge leader, the participant must have at least six months working experience as knowledge leader.
From Knowledge Expert to Knowledge leader
As something unique in the market, the Knowledge leader transition program will address all three key elements in the transition namely work values, time application and skills. Especially our unique ability to support knowledge leaders changing their work values is what creates the lasting impact of the programs.
Below we have illustrated the key transition elements for a knowledge leader.
Program Content
Proven Learning Impact
We have a road-tested Knowledge leader transition program with a long track-record in terms of proven learning impact. We will build on our track record and tailormade the program to your organization’s specific needs and, at a minimum, include:
Your human resource tools and processes
Clear link to your business needs
Specific content or exercises of your preference
Your company values
Your leadership model
Links to other leadership initiatives
Typical Transition Issues
In the program, we will support specialists overcoming the typical transition issues for knowledge leaders. As you will probably notice, these are behaviors you also see with more experienced knowledge leaders.
Does not act sufficiently with the customer in mind when designing solutions
Is not proactive in reaching out to key stakeholders
Struggles in linking own area of expertise into the overall value chain
Is not recognized across the organization as a leading capacity within own area of expertise
Does not significantly contribute to and/or lead the development of own area of expertise
Key Topics in the Program
Below, we have illustrated some of the core content of a typical knowledge leader transition program. As you will notice, the entire program ties directly into the job that needs to get done for a knowledge leader. The final content and learning flow is designed in collaboration.
Program Flow
We have a core four-day classroom program, but most organizations use a solution where they design a learning journey combining classroom days with different digitalized and on-line solutions.
Our mobile learning platform can support the program participant throughout the learning journey and thus support an immediate application of new work values, time application and skills.
As something unique, our mobile learning platform can also involve the participants’ direct manager throughout the learning journey. This will secure the full engagement of the manager in the learning process, which is one of the most important factors in imbedding learning from training programs.
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