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It takes more than superior abilities or expertise to become a high-performing knowledge worker. It takes connections. But high performers are much more than “social butterflies,” say the authors. Effective knowledge workers actively employ three tactics to build deep relationships that will be mutually beneficial over time.
For “knowledge-based” to be more than a buzzword, managers must recognize that the concept has little to do with the kind of products they sell. Whether it‘s a cement maker like Holcim or a financial services company like CapitalOne, a company‘s knowledge base is predicated on how it uses knowledge to change processes, overcome traditional boundaries, set strategy, and create a corporate culture.
Thus far, researchers and managers alike have a very limited understanding of what makes knowledge workers tick. But by manipulating two key leverage points, companies can begin to shift the balance from art toward science.
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