During a recent job interview, I was asked to describe my work approach. Reflecting on my desire to always do everything within my power to ensure success, I described myself as being “maximalistic”. In my mind, it was the opposite of a minimalistic approach to tasks. While minimalism is a fine principle of technical writing, it is not an effective work philosophy. Some people (I’m sure no one you know) are satisfied to complete only the bare minimum to call a task complete. In addition, such people often see challenges in every opportunity instead of opportunity in every challenge. These same people have a low locus of control meaning that they believe outcomes are based on primarily on external factors.
By contrast, someone with a high locus of control believes that outcomes are based primarily on their own actions. For me, it boils down to a matter of examination and action – when we know better, we do better. I’m talking about work, but this approach relates to every endeavor in life. If you’re only going to put forth the minimum effort, why do it at all? To me, minimizing your effort or settling for less than your personal best is downright disrespectful. Although we aren’t strong in every area, but we can always put forth a Herculean effort. For me, it takes far more effort to avoid issues rather than acknowledging them and identifying a strategy for success.
During the interview, I thought I was being clever, inventing my own term. As it turns out, the root word of my intuitive Maximalist term has been around since the early 1900s. Often used in association with radical theological or political philosophies, the Merriam-Webster dictionary defines a Maximalist as “one who advocates immediate and direct action to secure the whole of a program or set of goals”. I smiled to myself in reading the definition because it summarizes my Knowledge Management adventures in a single sentence. Knowledge Management requires short-range and long-term strategic planning. The “program” is to ensure information is available to the right people at the right time in the right place. There are a myriad of case studies that show productivity gains, greater customer retention, improved employee morale, and a host of other benefits simply based on one’s ability to quickly find the information that they need and can trust.
Knowledge Managers are investigators, identifying information gaps, process flaws, incorrect assumptions, and duplicated efforts. Then, Knowledge Managers become salespersons, pitching solutions by proposing processes, methods, and tools to help others find the information that they need. Next, Knowledge Managers are collaborators, reviewing metadata, taxonomy, search, and content review techniques to ensure that stakeholders are appropriately involved. After that, Knowledge Managers are negotiators, establishing agreement about new processes and methods. Finally, Knowledge Managers are evangelists, excited to share the benefits of a new system and seeking feedback about ways to improve. Enthusiasm is contagious. It takes a Maximalistic sort of person – one who is willing to persist in cultivating organizational change – to be successful in any situation.