Knowledge Management in a Law Firm: Yes, It’s a Thing

giammarco-boscaro-380903-unsplash What does knowledge loss cost a law firm? If an attorney leaves a firm, usually knowledge loss is considered in the context of the loss of an individual attorney’s area of expertise and their relationships including the clients that might leave with them. The problem of knowledge management in a firm, however, transcends relationships and even the attorneys themselves.

In an article on legal knowledge management, the focus is on what has historically been called records management with an extended nod to efficiently managing electronic assets such as email. This addresses part of the problem of retaining expert knowledge in a traditional framework.

Forward-looking firms expand their definition of knowledge management to include the value of many types of knowledge – not all of which is legal or relational – and what might be lost to the firm if that information isn’t captured, preserved and able to be transferred as an asset.

Consider:

  • Automation: Begin to consider automating functions once considered human – think legal secretaries. One lawyer who lost the secretary upon whom he relied for support will be doing that job until a replacement is identified at a high cost of losing his billables while doing a job below his pay grade. What parts of that job can be automated or supported virtually to allow a bridge between the different humans who will be sitting in the desk thus retaining important functions beyond individual persons?
  • New tools for capturing, preserving and transferring knowledge: It’s not just what your employees know, it’s how they know it. If you wonder how your wunderkinds think, find out. Give them tools that capture their thought processes so you can replicate how they see the world. Those tools exist, and they allow younger associates to learn how their more experienced counterparts make decisions and craft arguments.
  • Corporate culture: A professional world is often a world of egos and personal value. No, an individual is not irreplaceable, but another valuable individual is different. It’s important to capture the essence of the value of a high-profile, charismatic person to replicate the style as well as the substance of that individual as part of the culture of the firm that you want to preserve to retain your competitive advantage with clients.

As in many other professions and industries, it is difficult to completely inoculate your organization from knowledge loss. Particularly in fields such as the legal profession where personal privacy and data security are acutely critical, capturing and retaining your expert knowledge has unique challenges. Yes, your departing employees will take relationships and tacit knowledge with them. You can’t prevent that. You probably already create barriers to prevent personnel of all types from taking digital assets with them. Beyond that, your employees are storehouses of value some of which may be captured and preserved to retain your edge in an increasingly competitive and cost-sensitive environment.

Is it time you do a thorough knowledge scan of your law firm to find out what you need to preserve and where you need to bolster your assets?

Photo by Giammarco Boscaro on Unsplash

 

The Shift: From Training for Information to Training Information Processing

scott-webb-765610-unsplash  Prepare for a shift in the continuous knowledge management process. As your organization is growing, learning, innovating and bringing on new people, what you know and what you will need to know is constantly changing. The people who know what you need are always changing, too.

Much is being written about the differences in learning styles between Millennials and their younger colleagues about to join them in the workplace. We’re adapting to the fact that learning is more

·      On demand

·      Virtual

·      Mobile or platform-agnostic

·      Flexible

·      Bite-sized

A much bigger shift is on the horizon. NextGen workers really aren’t the same as their predecessors in ways that will cause a tectonic shift in training.

That’s because it is not just the “how we train” that’s changing. The immediacy of all knowledge and the instinctive information-seeking behavior of the youngest working generation also changes the content of our training. Instead of hiring people for what they know, companies will be hiring people for their ability to access what they need to know, how they are able to process it, relate to others and how they apply it. This impacts training in a multitude of ways beyond just making sure our training programs are short, accessible, relevant and just in time.

The next generation of learners – those just entering the workforce fresh out of college this year – have stronger virtual communication skills, online collaboration skills and intellectual independence than any generation before them. They multitask across platforms continually. You don’t need to show them or tell them how to do something. If it is online either inside or outside your organization, they will find it for themselves and figure it out on their own. These skills cross all demographics. This brave new streak changes the role of training from teaching people what to do and how to do it and morphs your training into the role of guiding them in how to apply it to meet your business goals.

Thriving companies will be teaching two main skills that will antedate all else: 1) critical thinking and 2) strategic thinking skills. In fact, a recent Food and Drug Administration guidance for compliance training stated that the #1 skill required today is the ability to think critically.

To paraphrase Mark Twain, the rumors of the death of training may be a bit premature. However, the reality of the death of “training as we’ve known it” is already a fact. Beyond guiding employees to the information that they need to know, companies will be working with colleagues to develop a culture of cultivating natural intelligence in ways that complement artificial intelligence to make the best possible use of the voluminous amounts of data available to them to make great decisions in real time across the organization.

Photo by Scott Webb on Unsplash

 

Use 6 Structured Questions to Identify Critical Corporate Knowledge Needs Today and Tomorrow

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One of the core ideas in Retaining Expert Knowledge is to make sure you are spending your valuable, finite corporate training resources capturing the knowledge that is most critical to maintaining and growing your business. That critical knowledge is information to keep your current customers coming back and the information you need for growth and innovation.

Capturing knowledge is more than just a preventative measure against future loss. It also means identifying information to solve current problems and gaps.

Some of that knowledge is in the heads of your employees and needs to be part of your training assets. Identifying the right experts and the right knowledge that you need to capture today requires looking at what is going on in your organization.

On the other hand, some of the information you need to solve current problems or anticipate future needs may not be in your organization today. The sooner you know what you need, the sooner you can begin to go out and find it.

Here are a few suggestions for asking yourself some structured questions to help stem the tide of knowledge loss and for initiating your hunt to bring in information and expertise you need to excel.

  1. Diagnostic Inquiry: Do you have a current and obvious knowledge gap? What are the problems you are experiencing today? What do you need to know to bridge the gap and solve the problem?
  2. Metrics: Which metrics are you trying to impact? Which ones are difficult to move? What do you need to know to be able to take actions to positively move the needle on those hard-to-move metrics?
  3. Performance Analysis: What are employees not doing today that you would like them to be doing? What are employees doing that you would like them to stop doing? Are there tasks that need to be done to which no one is specifically assigned? Are people assigned to tasks that have no real value (busywork)?
  4. Urgency and Frequency: How often does a certain problem occur? How much of your business does it impact? Does it impact your biggest customers and your largest orders?
  5. Location: Where does a problem occur? Does an issue exist in one business unit or at one site? Is the issue across the entire company? Does it happen only under one particular leader or manager?
  6. Scope and Impact: What is the immediate impact of the problem? What is the size of the problem? Is it a shortage? Does it indicate too much of something exists somewhere? Does it impact the whole organization (cultural and broad) or is it isolated to one area, unit, site?

By applying your data-gathering efforts in a structured way, you can be sure you are identifying the information you need to solve problems that are affecting you today and can impact you tomorrow.

Do you conduct a structured knowledge scan in your organization? If so, what methods do you use?

Photo by Jack B on Unsplash

 

Succession Planting for Retiring Experts

This article is also posted at the International Federation on Aging website here.

As a newbie gardener, I subscribe to lots of gardening magazines and email lists to get up the learning curve as quickly as possible. This morning, I received an email about succession planting for a bountiful garden all season long. For those who have been cultivating a lifetime of knowledge, we also have waves of harvests. And it seems that the rules for succession planting in our gardens also make sense for succession planning for our lifetimes of contribution to the world around us.

Growing meals throughout the season means consistently looking forward, and reaping harvests from your education and experience means looking forward, too.

Let’s apply the 6 tips for choosing appropriate crops for succession planting to succession planning for your ongoing contribution to the world:

  1. Rotate plants in season. After you have harvested the value of your education and experience in one career, use that bed of knowledge to prepare for your next adventure – be it volunteerism, consulting or starting an enterprise of your own. Your prior experience will help lessen the chance for failure.
  2. Sow or transplant a small amount of seeds at one time at regular intervals. Make sure you have several little projects and interests in play for a well-rounded life. Your new business doesn’t mean giving up your volunteering. One thing may always lead to another.
  3. When planting late in the season, choose plants that can be enjoyed young. When you embark on an adventure completely new to you, choose one that you can enjoy immediately, like learning a few chords on the piano that allow you to play a simple three-chord song for immediate gratification.
  4. Switch varieties for switching weather. As your life changes, or as your mind, body and emotions change, be prepared to try a new hobby, interest or career path more in tune with who you are becoming.
  5. Consider how two plants share a space and interplant complimentary varieties. Think about the people around you, how you can build teams and community, and how you can serve others. Life is more fun lived with and for others.
  6. Transplant and sow directly. Sometimes you want to take skills and abilities from other parts of your life and earlier career paths, and use them in your current pursuits. Some other things can be started from scratch so you can always be learning something new.

Life is, indeed, our garden to nourish, grow and enjoy. With some care, you can reap harvests throughout all its seasons as you continue to mature, contribute and participate while sharing your unique gifts, talents and experiences to leave everything better than the way you found it.

Imagining Knowledge in the Age of AI

K35621_cvr  Artificial intelligence, data, analytics, neural net, computer-human interface…these aren’t the future. They are now. For those of us with a foot in the age of human intelligence and a foot in the age of artificial intelligence, it makes us wonder: so what do we make of what we know, if we (as humans) may become irrelevant?

It’s not as ridiculous as it sounds.

This blog will be brief because the idea is huge, and I want to give us all time and space to ponder this one thought.

Humans are finite, at least for now. We have a limited lifespan. For generosity’s sake, let’s call it 100 years. And then we take what we know with us when we go.

Some of us have preserved our thoughts, ideas and creativity for future generations, but let me venture to guess that most of us have not.

For millennia, without that knowledge capture, preservation and transfer, we kept starting all over.

All that changed with the printing press, and accelerated rapidly with video and audio capture. Look at the rapid proliferation of knowledge, now doubling about every one or two years because we are able to continue to build on what came before.

So what is the threat of AI to human intelligence? Here it is…

Computers don’t die. Teach them to think, and they will keep thinking and growing and learning and eventually…well, their intelligence surpasses that of any human simply because their learning curve is theoretically infinite.

This is what all the fuss is about.

I leave you with that.

And encourage your thoughts and debate in the comment section or send an email at workingwithsmes@gmail.com.

Oh, by the way, my latest book, Retaining Expert Knoweldge: What to Keep in an Age of Information Overload, was published in hard cover on May 10 and you can buy it here. I just noticed that a Kindle version has been added. Thank you for your continued interest!

 

Available Now! Retaining Expert Knowledge: What to Keep in an Age of Information Overload

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I couldn’t wait to get out the word that my new book, the latest in the Working with Experts series, is available for sale today!

I’ll be doing some promotions which you will hear about later, but for now here’s the description on Amazon:
Retaining Expert Knowledge: What to keep in an age of information overload covers two major topics central to capturing and transferring expertise in organizations:

  • Methodology and best practices for interviewing subject matter experts (SMEs) to capture their knowledge
  • Identifying the SMEs to interview

The more critical problem is identifying the SMEs and the knowledge that needs to be captured.

One reason identifying the right experts is now so important is that in the next 10 years, the largest recorded exit of talented and knowledgeable workers from organizations will occur as baby boomers retire. In their wake, they leave their former employers understaffed and, even scarier, under-informed. Identifying the right SMEs is also critical because of the rapid acquisition of new knowledge. Some estimates say knowledge now doubles every two years, so it is crucial each organization identifies its journey and catalogues it individually and collectively.

This book provides managers with answers to the following questions:

  • Are we talking to the right subject matter experts?
  • What knowledge should we capture?
  • What knowledge needs to be captured immediately as opposed to eventually?
  • If we have limited resources, which experts are most important to speak with first?

Every organization has a history, a culture, and knowledge that may have lost its current relevance but not its importance. It is that broader vision of capturing knowledge, which this book addresses. It guides readers on how to preserve corporate knowledge and provides tools to assess organizational circumstances and judge the value of the resources to capture.

Retaining Expert Knowledge is a training resource, but it is also a business resource. As knowledge proliferates and organizational culture rapidly changes, now is the time to step back and determine what has been important to your organization’s success, where the organization is today, and what it will take to stay in the game tomorrow.

Your company houses knowledge, skills, attitudes, intellectual property, trade secrets, company culture, and individuals who will never be replicated exactly as they are today. Because they have demonstrated value in the past and are demonstrating value today, these treasures are worth preserving. This book shows how to preserve these valuable assets today for tomorrow’s successes.
You can buy this wherever you normally purchase your books.

Here’s a link directly to Amazon. 

 

Working with Retiree-Experts and an Encounter with a Growing Business Niche

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Experts who know home construction or music production are not usually experts in how to package and sell their services. So when they are facing retirement – whether or not by choice – the desire to continue to serve often burns within them. If you are that retiring expert, how do you offer your services outside the structure that your old job provided?

A 2013 survey by AARP showed that 23.6% of new businesses were started by entrepreneurs 55 to 64 years of age expecting another 15 to 20 productive years. I have personally worked with several vital octogenarians in the past few years who were still actively contributing while taking steps – such as writing books and building training programs – to preserve their legacy.

Some retiring experts find a way to offer their services ad hoc to friends and former colleagues. But others get more deliberate about creating a business of their own. In fact, retiring experts have created a boon in a niche market teaching business skills to people trying their hand at entrepreneurship in their second career. Experts retiring from one field seek other experts who know modern marketing, sales and revenue-generating techniques to handle the business details for them. Last week, I attended a conference of about 200 experts – many of whom were building retiree or second-life businesses – sponsored by a company based in Montreal that teaches experts how to handle the business end for themselves.

Combining Expertise and Business Acumen

Often, successful enterprises are based on the subject matter expertise of person and the business acumen of another, and that combination can make a big difference in the world.

Think Steve Jobs and Steve Wozniak. We know one name so well and the other…not so much. Jobs and Wozniak are the dream team responsible for the first personal computer and the company that came to be Apple. Jobs knew computers but he really understood business, marketing and his customer. Their dynamic pairing demonstrates that many great businesses are built on an expert who joins forces with an entrepreneur who can envision the possibilities.

The experts at the Montreal conference each paid close to $20,000 for business support over the next 12 months from this team of business building experts. Obviously, this company found a lucrative niche by filling in that business knowledge gap helping experts to monetize the value of their specialty, and for both parties I imagine it is a good deal.

Not all experts want or need to monetize their expertise commercially. Sometimes the satisfaction of passing on your hard-earned knowledge in front of a college class or in journal articles is more than enough reward.

But for experts who are looking to build a business on a lifetime of knowledge, there are people building businesses to help you. AARP can’t be wrong. With nearly a quarter of new businesses started by entrepreneurs of retirement age, any expert with a passion can live the entrepreneurial dream in the second half of life.

Perhaps we can start a club: E. R. A. Experts of Retirement Age.

Are you in a corporation losing its expertise to retirement? Your expert may thrive in retirement. Let me help you review your knowledge management plan so your company can thrive after they leave, too. Contact us at workingwithsmes@gmail.com

 

Photo by Raul Varzar on Unsplash

 

 

Building Bench: Analyze Your Current Level of Expertise Before Hiring and Training

thZHXF49YI   Guest Blogger Robert B. Camp, Getting to Lean

Any sports analyst can tell you that the depth of your bench (the number and skill of your players), determines your ability to play the entire game with intensity. In a business, the depth of your bench determines your ability to take on new projects, even when you are already working on some major contracts. It also determines the skill level of projects you can take on, and to a large degree, determines how quickly you can grow. In short, bench depth is as important in business as it is in sports.

I once worked with a client that wanted to grow 5X in the next two years. That was a tall order, so before we got ahead of ourselves, we base-lined the current state of the business. Although there were some material concerns, this business was largely built around installation labor of a technical product.

To quintuple in size in just two years, the existing labor force had to be at the top of their game. Moreover, the company either needed to hire or train new employees at a rapid pace, all while continuing to execute on their current contracts. That was a tall order and led us to conduct a rapid assessment of their present employees. To do this, we used a 3 steps process.

  1. We asked every leader to develop a list of the job titles that reported to them
  2. Next, we asked them to develop a list of skills required by each job title
  3. Finally, for each skill, we asked them to establish the expected level of competency required by someone in that job title

Where multiple leaders had people with the same job titles, we cross-levelled the skill and competency expectations across the organization.

With this information, we created a blank matrix of Skills and Expected Competency for each employee.  We then asked leaders to assess each worker’s actual competency in performing each skill. By comparing an employee’s actual competency to that expected, we were quickly able to assess the strength of the employee and the department.

What did we learn through this analysis?

  • who in a group needed what training
  • what training needed to be conducted organizationally, and in what order
  • who in the group was most deficient, so we could initially focus on them
  • which skills we needed to concentrate on first and where in the organization those skills were required
  • who in the organization was competent to be a coach/trainer for others deficient in that skill

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COACHING: This matrix can become a tool in the ongoing coaching of employees and the establishment of growth goals.

PROMOTION:  We established an expectation that for an employee to be promoted they first need to demonstrate proficiency in the new job.

Our Results?

You’ll recall this employer wanted to quintuple in size and revenue in just two years. After reviewing their employee training matrix, this employer:

  • knew what skills they needed to hire
  • established that all new hires must demonstrate their competency in a skill before being hired
  • began intensive training classes in areas where the organization had scored poorly

In short, this process allowed the employer to recognize that their strengths rested in the skill of their employees and to begin intensively BUILDING BENCH to grow their organization.

How do you think your company would fare in an analysis like this? Are you ready to find out?

Contact Robert to learn more about how to apply this process. He will be happy to review what is needed to implement a similar system within your organization. And, of course, you can engage him to build this comprehensive Bench Strength system for your company.

robert@gettingtolean.com

 

 

 

10 Tips to Develop Best Practices and SOPs

peter-clarkson-240141 By Peggy Salvatore and Terry McGinn

When we are out in the field as trainers and consultants, we see different companies but a lot of the same problems. You may have heard the expression, “When you’ve seen one company, you’ve seen one company.” That is partially true. While each company and industry has their own culture and way of doing things, some issues are common across companies, industries and cultures.

One of the most common and preventable problems we see around training is that after training is over and best practices are instilled, personnel eventually either go back to the way they’ve always done it or find a different way around the new process. It’s not evil intent, it’s just human nature. Over time, people find a shortcut, an easier way or just forget the right way. And if things appear to continue to get done, nobody notices. That is, until you have a problem like a bad batch of product or find you are irredeemably over budget.

With a few best practices applied to development of your standard operating procedures and some vigilance, you can avoid these common and sometimes fatal (if you are making pharmaceutical products or building cars, for example) mistakes.

Call in the Experts to Validate Your Standards

When you are talking about the development of your best practices and standard operating procedures, you can’t leave the development of these documents to just anyone. You want to engage subject matter experts to make sure that the best practices and SOPs that you are capturing are, indeed, what needs to be happening for your organization to be

  • Compliant with regulatory authorities
  • Meeting your corporate targets (think financial goals, think manufacturing yields.)
  • Building products according to specifications
  • Serving customers quickly, efficiently and courteously, and
  • Making sure your standards are met across the organization.

Deviation is Undesirable

Remember high school? The kid who skipped school, cursed in front of your parents and spit on the sidewalk? Deviance. Not acceptable. Outside the bounds of what good looks like. Deviance is undesirable. Same goes for your business.

You establish the way your products need to be built to meet industry regulations, the way you want your customers to be treated so they come back, and the way your billables and receivables need to be handled so you can operate within the law, remain profitable and provide value to society. Somebody has figured all that out in your organization. Those are your experts. They create the standards, write the best practices and standard operating procedures. When everything is new, it is probably done very close to the right way.

Over time, you are likely to encounter “drift”.  Drift occurs when new people come in who don’t know why you did it that way. They may not even have access to your SOPs. They may be trained or mentored by somebody who deviates and gets by with it. Or maybe they just forgot the right way to do it.

That is why, when you are bringing new people in to your business, train them right the first time and then continuously qualify them. Make sure your procedures are documented the way you want them, check them with your experts to make sure they are current, and have them in a form so they are usable – that means available, applicable and understandable – so you can get people up to speed.

10 Tips for Designing Your SOPs

We have developed a list to avert the kinds of problems we see every day. While much of our experience is in the pharmaceutical industry, this list can be applied to many businesses because best practices and common standards make any organization run more smoothly. These are issues we see not just in one company or one industry, but have seen in many companies and industries. We interact with trainers from many companies, and this is what they say, too. Here is our list that you can use for your own SOP development. And while you are at it, see if you can add a few ideas of your own:

  1. Streamline your SOPs. Restructure them to simplify them so you can put your processes to work for you. Make them simple but inclusive enough that you are still meeting standards and regulatory requirements. Eliminate hurdles, extra steps and vague language.
  2. Better educate your personnel. Don’t just throw any training at them to check the box. Actually train them to know what to do and when to do it by developing effective learning plans built by professional adult educators. And you make it easier on yourself when you hire knowledgeable personnel that can hit the ground running.
  3. Use your own staff members to write your SOPs and train your staff. Nobody knows your business like the people in it.
  4. Develop curricula that works. Make sure it is structured to result in the right actions taken at the right time. If it needs a checklist, write one. If it requires a short video demonstration, record one.
  5. Build train-the-trainer programs for your staff so your experts can be better communicators and mentors. Just a few simple tips can make most employees into effective trainers. Also, remember that not all experts make good trainers, so don’t assume your top performers are the right people to be teaching the rest of your staff.
  6. Cut “un-need” time down to only what is needed. Your “un-need” times are those unnecessary tasks and busy work that don’t add anything to productivity or the bottom line.
  7. Keep good talent. Make sure your best people are motivated to stay and perform for you. Some people really are irreplaceable.
  8. Build a future of qualified personnel. Figure out who your future experts are and invest in them.
  9. Reduce CAPA (corrective and preventative action) and rework by building a culture of doing it right the first time. Also, teach people how to investigate issues and problems for corrective action. Always follow the SOP no matter what else is going on. Occasionally re-familiarize personnel with it because the longer they do a task, the more shortcuts and “drift” occur in work. Train on a continuous basis with qualified people and maintain qualifications to make sure they are doing it the right way.
  10. Ensure your training remains current. That refers not only to content but also to style. Your learners are changing and your old training might be correct but ineffective. Update it.

Bonus Item: Train people to begin work right away. When you hire competent people who are ready to do the job, they will want to get up the learning curve quickly and begin to produce, so make sure you give them the knowledge and tools to produce quality work right out of the gate and provide the ongoing training and oversight to maintain the quality of their work.

What is on your wish list for creating SOPs and best practices for your organization? We can help you hire competent personnel, build training that works and streamline your processes so you are doing only what you need. Contact us at workingwithsmes@gmail.com.

Photo by Peter Clarkson on Unsplash

 

The Online Course Opportunity and Your Expertise

jazmin-quaynor-392995The week between Christmas and New Year’s Day is typically one that is slow or completely non-existent for business. Traditionally, I use that week to do a lot of offline activities to plan for the upcoming year. This year I took two great online courses, and decided to build one of my own in 2018.

First, the plan.

The last few years, I went through Michael Hyatt’s Your Best Year Ever online course and found it very helpful in the way it structures your planning process, challenges your assumptions, pressure tests your goals and is full of logical advice. He has captured the course in a book that launches today, Tuesday January 2, and if you grab it now it comes with some bonuses available until the end of the week, Friday January 5. His bonuses are terrific  and will help you apply what you learn in the book. If you are still in your planning stage for 2018, I recommend it. Here’s a link that will get you the book and bonuses.

As part of my 2018 goals, I am going to build an online course to accompany the launch of my next book due out later this year. The book, Retaining Expert Knowledge: What to Keep in an Age of Information Overload, takes the Working with SMEs series into some new territory. Writing this book met one of my 2017 goals to write a book with a major publisher, and I am very happy about meeting that goal. (More about the upcoming book in later blog posts.) Writing a book is just the first step, however, because it is getting the book and ideas out to the public that is the most important part of the process.

As part of that effort, I am going to build an online course to help readers apply the content of Retaining Expert Knowledge to their areas of expertise and their companies. Which leads me to the second course I took last week.

Executing the Plan

Big plans are accomplished one small step at a time. As Michael Hyatt says in his course (paraphrased), you only need to take the next small step to attain big goals. If your goal is big, hairy and audacious enough, you won’t know exactly how to get there. Hyatt advises that you set goals outside your comfort zone and take the very next small step that you can see, and it will usually appear in the form of resources or some kind of help that you need. That is exactly what happened. I had signed up with an elearning hosting platform, and they offered a course to make the most of your investment.

For three days, I delved into how to use this particular online platform and now I am very excited about building and presenting an online course for Retaining Expert Knowledge.

The course reminded us:

  1. Online learning is mainstream.
  2. Education is now lifelong.
  3. People want bite-sized information.
  4. Information wants to be free.
  5. The size of the online opportunity is about to explode.

Learning from Experts

For those experts who read this blog and the trainers who work with them, that list tells us that we’ve only just begun. As knowledge and information explodes, we have so much to share and people have less time to absorb it. It is a great time to share what you know and do it in a way that you can reach a lot of people.

Massive amounts of information are free or very inexpensive. Because information is free, you have to earn the space you take up in someone’s brain. Keep it short. Keep it relevant. And provide value. Blogs are one of the new “free information” sources, as well as endless streams of webinars, podcasts and more.

That is why when building a course for sale, experts need to build premium courses.  Your Expertise 101 is free, and Your Expertise 301 premium course has some price attached to it as well as support that helps your learners apply the information.

Today is the first workday of 2018. It is exciting to do what we love. And it is equally exciting to share what we love. If you are an expert in some area and have something to share or teach, think about the fact that adult learning is all-the-time, online, bite-sized and much of it is free.

You don’t have to wait to be asked. Get out there and share what you’ve got. People want to know. You can be part of the knowledge explosion.