• “Knowledge worker” – This individual can successfully obtain knowledge through a multitude of sources (including the latest technology). This person is intellectually and educationally top-notch with higher IQ although they may not always be practical or “down-to-earth” in their approach. 

• “Wisdom worker” – This individual is engaged in their work (i.e. they are focused on work they love to do and are good at) and has successfully applied their knowledge to get things accomplished. Some may call these individuals “street-wise.” for their ability to lead for results. They may not be at the top intellectually, educationally, and technologically. In fact, they might have done poorly in these areas in school. They gain wisdom by reflecting on their life lessons, seeking to understand others, and applying what they learn. They use the best means at the best time for the best end. 

You may ask, “Why do we need to go beyond knowledge workers and focus on cultivating “wisdom workers?” 

•  Hope for a better future – A key role of leadership is to unleash people’s potential. Many front line workers do not see themselves as the intellectual technologically savvy knowledge workers of the future. We need all people engaged in their work (no matter how seemingly menial the task) so we can get more accomplished now. Any worker can be a “wisdom worker” who can grow in the application of their skills. It is an inclusive definition. It is not about success for the supposedly “best and brightest,” it is about success for everyone!

• The world is becoming smaller and more competitive – As systems and the Internet are increasing in speed and effectiveness it draws the world closer and makes it easier to subcontract work to any locale. This creates increasing competitive pressure. When we apply our knowledge as a wisdom worker we become more productive, proactive, and competitive. 

• We snooze; we lose – Have you ever been bored in a classroom? Adult learners have minimal patience for boredom. To draw out the potential of our wisdom workers we need to make learning exciting, self-directed, applied, and even at times non-conventional. 

• “Bottled-up” knowledge needs to be uncorked – There is nothing more frustrating than thinking we can make a positive impact, but not feel empowered to provide input and take action. Input and dissenting opinions must be encouraged for wisdom to thrive and to motivate people towards action. More engagement of wisdom workers leads to higher retention rates. Do our people feel there is a “cap” on their wisdom?

• Knowledge is educational; Wisdom is entrepreneurial – Knowledge is good, but making things happen is better! Wisdom involves reflection and a NIKE “just do it” entrepreneurial philosophy. 

You may be saying “I like the idea of having more “wisdom workers” but how do I go about it?” The following sections offer you tips:

Section A: Critical Components 
Section B: Key Ideas 
Section C: Other Considerations

Section A: Critical Components to Cultivate Wisdom Workers

1. Money – If we don’t fund learning and growth it is unlikely to happen. The best corporations are also the largest investors in people development. A fluke? I think not! Consider formally budgeting this necessary expense.

2. A Champion – Someone needs to set the vision, ensure that people are developing through the programs (make others accountable), and change approaches to fit current needs. The time commitment of this people development champion will obviously vary with the size and scope of the organization. Progressive organizations like Herman Miller Corporation actually have a Director of People. If this person comes from inside the company they probably should not have line responsibility for those they are helping to develop. What are their key responsibilities?

1. Personal Growth Plans – Determine what people love to do, are good at, and what they would like their role to be. Focus 80% of their time on strengths and interests. In Cleveland, Ohio CardPak Corporation actually does “in-placement counseling” to address these very questions. 

2. Develop a “university of learning resources” – Consider creating an internal library. Identify links to educational materials through trade associations, chambers of commerce, and existing on-line universities. We don’t have to be big anymore to have access to entire universities (without even having to take an entrance exam)!

3. Develop people “where they are” in their learning – Evaluate your educational usage at different levels of the company. Are lower wage earners using your tuition reimbursement programs? Usually they are not! Maybe it is because over 1/5th of the workers in this country cannot read above a 3rd grade level! How can we “mine” those potential “diamonds in the rough?” Consider basic training programs through groups like Northcoast Education Services and PROJECT: Learn. 

     3.  Reflection – Wow, that sounds “new-agey!” Creativity and development do not happen in the middle of a busy office. Consider what 2 successful leaders do:

1. Dick Maggiore (President and Chief Executive Officer of Innis Maggiore Group in Canton, Oh) has a separate area where his people can relax, read, or hang out to refuel their creative juices.

2. Ray Dalton (President & CEO of OneSource Services in Cleveland, Oh) does what he terms “rhythm calls” with his leaders. Each week they reflect on the issues, opportunities, wins, and losses in their groups and provide some form of communications on these. This creates a method for them to think through their week and gives Ray the opportunity to offer feedback and assistance on a weekly basis. 

      4.  Accountability – Money for training is sometimes poorly spent! People get “juiced-up” from the program and then doing absolutely nothing with it! Require participants to write 1 to 2 new ideas with an action plan and provide that information to their leader after attending a program. The leader provides accountability for their progress. 

      5.  Feedback – Since our personal development and our markets are constantly shifting our learning approaches need constant evaluation as well. How we did things last year generally does not fit this year. Have the “Director of People” or “Champion of Learning” get feedback on what learning methods are actually producing results, and what was a waste of time.

Section B: Ideas to Cultivate Wisdom Workers

Now that we have the critical components to growing our “wisdom workers” what are some practical ideas we could “layer-over” our base plan? Consider the following 5 ideas:

Idea 1 – Communication Training for Interpersonal Skills –We can’t “uncork” the knowledge in others if they do not feel comfortable in their ability to communicate. Consider courses in leadership training and communication skills, covering conflict management, respect in communications, and how to show appreciation and encouragement. It has been said, “People don’t care how much we know until they know how much we care.” Nobody listens to our wisdom if they don’t feel we care. 

Idea 2 – Deprogram people to think entrepreneurialy – Formal education taught most of us to memorize and regurgitate facts. Now we are asking for creativity. How can we deprogram ourselves to move in that direction? 

• 10% of time on new projects - You may say that we don’t have time. Then ask the key leadership question “What can we stop doing?” Identify what can be eliminated or delegated. 

• Test conventional wisdom – Start to ask why we do things this way. Make changes where appropriate to get faster.

• Invest time in entrepreneurial organizations and education – Enroll in an entrepreneurial studies course at a university; get involved with Ohio Business Week and/or Junior Achievement (these programs help young entrepreneurs); sign up for Strategic Planning courses offered through chambers.

• Show others the money! – Consider paying cash bonuses on programs that provide a positive identifiable financial impact.

• Initiate a “no fear zone” – Fear of failure is real! Consider programs that build self- confidence. 

Idea 3 – “Rev-up” cross-generational and cross-functional learning –

• Cross-generational - Establish formal mentoring alliances between younger and older workers. Have the younger mentor the older on systems; have the older mentor the younger on culture and ways to get things done.

• Cross-functionally – Move people laterally (i.e. change job functions) to obtain more knowledge and the wisdom of “walking in another person’s shoes.”

Idea 4 – Cultivate wisdom and be a responsible member of the community! – Leadership wisdom is obtained through influencing others, not making demands. A fantastic venue to grow leadership wisdom and contribute to the community is through volunteer efforts with non-profit groups and organizations. We meet new people, learn new things, and positively impact our community. That’s a trifecta!

Idea 5 – “Blur” the lines between business and education – Allow our staff time to contribute to the educational community (for example- programs like “teacher for a day,” mentoring students, or speaking to students). Invite people from education into our company (internships with students, and professor externships). 

Section C: Other Considerations to Cultivating “Wisdom Workers” 

We’ve considered the critical and possible components and 5 Ideas to developing our wisdom workers. What other points do we need to keep in mind? 

• Admit what we don’t know – The wisest people know what they don’t know. Seek advice and counsel from those who do and whom we trust.

• Wisdom comes in all shapes, forms, and colors – Diversity of experiences and backgrounds fosters creativity. Recognize that people that don’t “look like us” and/or have a physical challenges possess unique wisdom as a result of their diversity. People with similar values but diverse backgrounds can add a lot of wisdom!

• Use Alternative delivery systems – We all learn in different ways. Some are visual, verbal, auditory, kinesthetic etc. Some like on the job training, some the classroom, some the internet, some books and tapes. Allow people to learn their preferred way!

• Learning should be self-paced, self-directed, and non-competitive – Learning that is enjoyed also “sticks” the best. Let wisdom workers take part in the design of their learning and not be graded in relation to other people. 

Summary

If you are like most people the “ information age” has not made life any easier. The demands to increase your knowledge and the commitments on your time have never been greater! The real challenge is to cultivate wisdom. The winners in life have always been, and will always be, those who convert knowledge into wisdom. Get started on your journey to move yourself and your organization into the “Wisdom Age!”

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Mike Foti is Chief Executive Officer of Cleveland Glass Block (a Northcoast 99 recipient for best employers in Northeast Ohio and a Community Pillar Award winner for community service) and President of Leadership Builders. Mike is a national speaker, writer, and consultant who helps individuals and companies get results through people. To ask Mike how he might help you, or to receive his free tips and leadership articles, call 216-531-6085 or visit his web site at www.leadershipbuilders.com.