The old saying is that knowledge is power. And it is, of course. Sharing it is also power, but only for those people who know how to create value rather than just have the private knowledge of it. For those people whose skill is not in value creation, but in value trading, differential knowledge is a source of profit.
Not many service firms approach their business with the goal of putting themselves out of it. Similarly, not many people spend much time thinking about how they can make themselves redundant at work. But that’s exactly what they should be doing, if they are truly professionals with a warrior’s attitude. And that takes courage.
The literal and metaphorical accuracy of the headline for this piece is hopefully not lost on the reader, even though it may be repugnant to some. And who am I to take such aggressive liberties with your sensibilities? I’m just one more voice, not a minted expert in the field. But from my perspective as an aging (experienced) healthcare system consumer, and as the head of HR for a global company, I think I have some basis for my comments.
Case in point: my recent colonoscopy.
For lots of years, organizations who were interested in identifying the next bright stars have used the idea of establishing “high potential” listings of employees, the people who were thought to be the best, most capable of advancing. This “hi-pot” list translated into experiential opportunities, participation in educational programs not generally available to others and preferential candidacy for openings.
To the people not on such lists, the existence of “hi-pot” groups can be demoralizing.
