Rethinking knowledge sharing: mentoring as the first step for managers
Today, sharing knowledge is more than just passing on information. In complex corporate environments, managers need a modern approach that goes far beyond traditional methods. Many managers come to me with questions: How can I make the exchange of knowledge in the team really lively? How can I create structures that don't just work once, but have a lasting effect? This is precisely where the KIROI Step 1 approach comes in.
Understanding knowledge exchange as a cultural and communicative process
Sharing knowledge is not just about passing on data or facts. Rather, it is about creating a culture in which people are motivated to share knowledge in a targeted and situational manner. Managers often report that it is not about quick solutions, but about supporting and guiding the development of suitable methods. In this way, managers can not only provide technical tools, but above all give **impetus** to break down entrenched ways of thinking and try out new concepts.
In the field of technology, a frequently mentioned concern is that teams should network better and learn from each other. In the service sector, managers are looking for ways in which hybrid learning - such as combining face-to-face meetings with digital workshops - can be integrated in a meaningful way. Companies in the production sector often face the challenge of organising information flows in such a way that employees can easily access relevant expert knowledge and use it effectively in their day-to-day work.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract)
In the context of a technical company, coaching created a framework in which employees could systematically share their expertise. Various formats, from informal meetings to digital platforms, were introduced. Networking improved significantly, while at the same time collegial support in complex projects was significantly strengthened. This increased flexibility in dealing with challenges, which is crucial in a dynamic industry.
Use a variety of methods in a targeted manner and adapt them to the organisation
There is a wide range of tools for sharing knowledge. From storytelling and mentoring to online webinars or hybrid formats - managers are faced with the task of choosing exactly the tools that suit their team and the topics. The most significant potential arises when methods are not rigidly applied, but are adapted to the respective situation and there is room for experimentation.
In the service industry, for example, it has been shown that targeted mentoring programmes can promote the transfer of knowledge between experienced experts and junior staff. At the same time, teams in production are increasingly using digital platforms to make knowledge accessible across locations. Another approach from the technical sector is the introduction of regular, short knowledge sprints in which current challenges and solutions are shared.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract)
In a service company, a hybrid learning structure was designed in the accompanying process. Face-to-face workshops were combined with webinars in a targeted manner in order to involve employees flexibly and continuously. Managers reported increased motivation to learn and a more open approach to knowledge sharing, which strengthened trust in the team and the ability to innovate.
Support as the key to sustainable change
In the first step, the focus is not on presenting ready-made solutions, but on supporting managers and teams in shaping their own sustainable knowledge exchange culture by providing impetus. This approach creates scope for experimentation and dialogue, which is essential in today's corporate world. Many managers report how this support opens up new perspectives and improves internal processes.
In the production environment, mentoring proves its worth by helping to react flexibly to market changes and new technologies - with targeted knowledge transfer processes that are introduced step by step. In the technical sector, this strengthens the ability to learn quickly and agilely. In the service sector, too, support creates the conditions for knowledge sharing to become a natural and valuable part of everyday working life.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract)
One production company used the support to analyse internal knowledge flows and develop new exchange formats. The individualised support enabled managers to carefully introduce their teams to new communication channels. The result was a sustainable, self-organised learning culture that provided security and adaptability, especially in times of major market changes.
My analysis
Rethinking knowledge sharing means, above all, promoting a culture and communication that go beyond technical solutions. Support in the first step is crucial in order to support managers and teams individually on the way to a lively learning culture. KIROI coaching accompanies people, provides impetus and promotes the development of customised structures. This open and sustainable approach is particularly important in dynamic sectors such as technology, production and services in order to remain flexible and fit for the future.
Further links from the text above:
KIROI Step 1: Knowledge sharing as a success factor for leaders [1]
Rethinking knowledge transfer: Step 1 to success with KIROI [3]
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