Peter Drucker coined the term “knowledge workers” long before it became fashionable in today’s business lexicon. In The Daily Drucker 366 Days of Insight and Motivation for Getting The Right Things Done, he points out that “knowledge workers will have to manage themselves, they will have to place themselves where they can make the greatest contribution.” Anyone who considers himself or herself a knowledge worker needs to understand who they are, what their strengths are, what are their values, how they can work to achieve results, where do they belong, and where don’t they belong. As important as these aspects are toward becoming a knowledge worker, the most important aspect is having good and consistent feedback so you as a knowledge worker can work to improve and get better. This means, getting clear and specific communication on what you need to improve upon.
For most people who work in the corporate arena this feedback is supposed to come from your direct supervisor or manager. However, the ability to give meaningful and constructive feedback to a subordinate is something that many supervisors and managers find very difficult. Too often, when supervisors or managers attempt to provide constructive feedback, the message is vague, mixed, unsubstantiated, or so convoluted the receiver requires Solomon like wisdom to understand the message. This doesn’t work for a knowledge worker. The knowledge worker needs feedback that is clear and concise, so they can initiate appropriate action.
If you are a supervisor or manager who have knowledge workers working for you, you need to hold yourself accountable for making sure you deliver feedback that is clear and concise, and not subject to misinterpretation. As a knowledge worker, you are also accountable for letting your supervisor or manager know how to provide you with useful feedback. By insuring you’re, getting feedback you can use allows you to analyze the information, so you can make appropriate decisions on the projects you and your team are working and you can place yourself where you can make the greatest contribution.
This allows the knowledge worker, supervisor, and manager to ACT R.I.G.H.T™ in your respective organizations.
© Timothy A. Wilson 2010. All Rights Reserved.
