Creating Leaders for the Knowledge Age: Douglas Weidner

By: Yadira Y. Caro

In the field of Knowledge Management, becoming a Certified Knowledge Manager or CKM, is a symbol of credibility. It shows the certificate holder has an understanding of the field, which focuses among other things, on managing intellectual assets of an organization, creating a culture of sharing and of course, using tech to achieve this.

Douglas Weidner, Chairman of the KM Institute, has certified thousands of people around the world for over 20 years. Furthermore, he was the one who develop this certification. As a certificate holder myself, I was curious to know what drove him to create a CKM and how he sees its future.

In this interview, Douglas shares insights on his journey, addresses the debates in the KM field and why it is important to be passionate about what you do.

Why did you choose KM as a career?
Good question, applicable to almost everyone. My answer is in two parts.
The first part is more generic – about how to choose a career by paying attention to the drivers of success. The second part is about how I personally chose KM. So, here’s a principle. It’s all about passion, the key driver of success.

I believe that there are many aspects to choosing a career that will become successful for you, if you have the luxury of choosing. By success, I mean you ‘love what you are doing’ and are very engaged in doing it, not that you make a lot of money, though if you love what you are doing you will no doubt outperform your peers in that career field.

The proven drivers of success include: You have a passion for doing the kinds of tasks associated with it. That encourages you to perform those tasks very well. By kinds of tasks, I mean at the granular level of your very personal set of traits. Are you analytical vs not so much so or not at all? Do you crave being with other people rather than independent work? Do you love developing other people? Do you love to learn? Are you very self-confident? There are over 30 such traits, but about five to ten define you. Traits don’t define an industry sector, but do define what types of jobs you will love within any industry.

Another (driver of success) is to have a real passion for what the job allows you to accomplish. For instance, do you really believe in the organization’s mission and objectives? Would putting an astronaut on Mars excite you? Would curing at least some form of cancer satisfy your life’s ambition? Would transforming the world from the computer-driven Information Age into the human (knowledge) -driven Knowledge Age, challenge you?

Douglas Weidner

Those two drivers will enable you to have a good shot at a very successful career.

Now on to how I personally chose KM. The answer to that question is more complex than your followers might expect. It is a story in three parts.

In 1994, I was working for a think tank and designed for the Department of Defense (DoD) a very granular, Knowledge Base Tool (K Base). It housed DoD’s Business Process Reengineering (BPR) methodology, which I had helped define and document. To me, a K Base had the capability to provide a K Nugget to the right person at just the right time. I was doing one aspect of KM, but I didn’t really know it.

In early 1995, when Knowledge Management (KM) definitely rose above the horizon, I realized what I had been doing was at the very core of the systems-oriented KM of the late 1990s. But a granular, process-oriented perspective, which is what I had worked on, was different than a traditional repository/portal, which was emerging as the dominant KM system initiative. A repository is a digital library of the organization’s policies, processes, statutes, regulations, marketing info, etc. Think documents.

So, I joined a large commercial IT consulting firm to lead their KM market entry. The KM consulting team had a staff of one, which was me as Chief Knowledge Engineer. We had some consulting success, not so much in terms of billable hours, but rather as a marketing arm, what I often described as the point of the spear. I was the point of the spear. I introduced KM, after which the profitable spear shaft (IT projects, whether KM or not) often followed.

By the late 1990s, when I might have retired, I had developed an abiding passion to make the KM discipline a real success, to change the world, so-to-speak. I saw a specific need for rigorous KM training, not just a KM101 but specifically a KM certification program, which I first offered as the Certified Knowledge Manager (CKM) in 2001.

It became the core product of the International Knowledge Management Institute, which is now the de facto leader in KM certification.

You started in KM over two decades ago, how has KM shifted since you started? And, is there any misconception you commonly see regarding KM?

When I started in KM in the mid-1990s and long after, KM was all about KM Systems. For many that is still true. In the late 1990s, KM was primarily about repositories and expert locators, which are still dominant applications today. Little was known about other KM initiatives, such as best practices and lessons learned though such techniques had been publicized by Ford Motor and BP.

By 2000, other enterprise wide initiatives were gaining notoriety, such as Communities of Practice (CoPs). But many non-KM Systems applications were emerging as well, e.g., ‘Rethink Learning’, Customer Satisfaction, and especially Knowledge Transfer and Continuity. By the late 2000s, K Transfer was becoming critical to address the Baby Boomer retirement surge.

As to are there any misconceptions, yes! Everyone knows the trilogy “People, Process and Technology.” The KM Systems approach, driven by IT naturally focuses on ‘technology’. The KM Transformational approach, of necessity, focuses on people. So, there is a major divide in KM today. Many still believe or at least act as if KM is all about technology, aka KM Systems. Some believe KM is about an episodic change in human occupations, which requires a shift from traditional change management to a focus on transformational change management.

I believe we will always have better and faster computers, but they are becoming mere commodities in terms of capability, price and especially ubiquitousness. The primary discriminator for the future will come from substantive increases in personal human potential and performance, which we call personal knowledge management..

Douglas Weidner

Let me quickly explain. The world has gone through many episodic changes, but if you think about careers (aka human occupations), there have been five. Humans have progressed from ‘Hunter-Gatherers’ to the ‘Agrarian, Industrial and Information’ Ages.

For millennia, until the Info Age, most all human occupations were labor intensive. As computers emerged, they enabled information management which further enabled its ultimate end-game – the Knowledge Age, and hence ‘Knowledge Management’.

We still grow food, but farms are run by machines, even combines guided by GPS. We still make and move stuff, but increasingly that is being done by robots, drones and artificial intelligence. In the Knowledge Age, human brainpower will dominate, not muscle power.

What are other implications? Here’s one. If KM is just a KM System, traditional change management is applicable – communicate the new system and train folks as to how to use it, preferably before it is installed.

If KM is much more than just a system, transformational change management is applicable. Transformational change management is much more complex than traditional, including ‘Call-to-Action’, quick wins, and much more emphasis on employee comprehension and involvement, and top management’s transformational leadership. But, ultimately, KM’s success will be about a major change in human occupations and motivations, which I call Personal Knowledge Management (PKM)™.

What is Personal Knowledge Management?
In a nutshell, PKM is about both aptitude and attitude. We have always focused on human aptitude, ability to do the task, whether hunting, farming, or on the assembly line.

In the Knowledge Age, we must focus as well on human attitudes, the love of your career and the motivation to do an outstanding job. That is why when answering about my career choice I talked about aligning your own traits with what you do and the resultant passion and high performance you will have.

Most everyone loves new and innovative technologies, but few want to take the time and effort to develop and instill best practices, which is much more difficult than just buying the latest technology.

You teach people in multiple industries and countries. Is there any example of any company or industry that does KM right?

Please understand, I have a high bar for ‘doing KM right’ and there are a number of viewpoints.

First and foremost, since KM is still an emerging discipline, I applaud organizations that started early and achieved some notable financial results. Not many organizations publish their results, though Shell Oil published their 2002 financial results using their own in-house CoP software, when CoPs were in their very formative stages.

I especially applaud those who invented new initiative types. Ford did best practices in early 1990s, BP did Lessons Learned in late 1990s, Lockheed Martin did Knowledge Transfer & Continuity in mid 2000s.

There are many people and their organizations around the world that are doing KM. We’ve had about 10,000 CKM students since 2001, from at least 25 different countries. Of course, the US and Europe were early birds to KM based on their more mature economies, but we saw early interest in many geographical pockets, such as Australia, Singapore, Hong Kong, India and Malaysia. The Middle-East is rapidly increasing its interest in KM, often due to central government guidance, if not mandates.

I’d like to report someday soon that many organizations have begun to transition from a traditional KM Systems approach to transformational KM approach; to actually focus on using KM to optimize their personal and organizational performance in the Knowledge Age.

I believe we will always have better and faster computers, but they are becoming mere commodities in terms of capability, price and especially ubiquitousness. The primary discriminator for the future will come from substantive increases in personal human potential and performance, which we call personal knowledge management

What are some tendencies of KM you see coming in the next few years?
Most everyone loves new and innovative technologies, but few want to take the time and effort to develop and instill best practices, which is much more difficult than just buying the latest technology.

For instance, in Learning, which should be of keen interest to KMers because the goal of KM is often claimed to be: ‘Create a Learning Organization’, there are many underutilized technologies. By underutilized I mean, not that the technology doesn’t work, but that humans don’t have proven ways to best use the technology, or worse – aren’t motivated to even use it.

Consider virtual training. The technology capability is obvious, a real-time (synchronous) class, but where everyone is virtual rather than face-to-face. But, the real benefit of virtual learning is not the savings of travel time and expense but the much increased interaction and learning among students. So, to gain the ultimate benefits of virtual technology, it is less about the technology than about optimizing other aspects of the learning process.

Consider K Bases, one of my favorite technologies. From a training perspective, the future should be less about learning processes and methods that could be well-documented in a K Base, and more about learning how and why you should use the K Base, which will teach you what you need to know, when you need to know it. Such an approach could be called ‘Performance Support’.

Consider Mobile Learning. We all have cell phones, but do we have established best practices about how to integrate them into online collaboration and learning?

What three resources (podcasts, books, websites) you recommend which have helped you in your career?

There are certainly exceptions, but I have found my robust formal education was extremely important to my career success. In high school, I loved business, and have an MBA – Business Economics and an MS – Operations Research. So, when I say robust I mean really robust. Getting such an education may be out of the question for some already buried in their careers and committed to their families, but it certainly helped my career.

My next most important resource, which is possible for all regardless of past education, has been books, hundreds and hundreds of books. But that has been over many decades and many disciplines. Note, books don’t have to be new, they can even be used if not too marked up, especially since I like to highlight key insights for future reference.

I love websites, especially informational ones. For many knowledge needs a Google search can provide the answer, especially if your background body of knowledge is robust enough to comprehend and evaluate the content. A typical website feature is podcasts: any multimedia presentation whether a talking head or an animation with voice-over, etc. I love podcasts (think Ted Talks) but have two concerns. I have found that I’m unlikely to be able to commit to a long scheduled broadcast, so being able to replay a prior broadcast is key.

Given my two expressed biases (Granular K Bases and need for transformation to create Personal K Managers in the K Age), I look forward to the future where various knowledge domains will be richly defined and categorized, with both K Nuggets as the leaf nodes, but also the ability to collaborate with others at that level of granularity. As mentioned, mobile technology, and associated K Base, is no longer just for random conversations, but for structured (threaded) conversations around an entire curriculum of brief K Nuggets. That brings me full circle back to K Nuggets, where I started in KM – getting the best Knowledge to the right person at the right time.

Do you have questions, feedback or suggestions of people to interview? Contact me!

Creating a Roadmap for Management: Nick Milton

By: Yadira Y. Caro

If you are looking to know more about the field of Knowledge Management, you may often hear the name of Nick Milton. His book The Knowledge Manager’s Handbook (co-authored with Patrick Lambe), is a comprehensive guide for anyone who wants to launch an initiative or lead a program to help their organization make use of their collective knowledge for competitive advantage. He also has been blogging about KM, almost daily, since 2009.

As opposed to many others in this field, his background is not in IT. Milton is a geologist, who completed his Masters on Natural Sciences and then his PhD in Geology. Almost two decades ago, Nick and various colleagues from multinational gas company BP, launched Knoco Ltd, a management and training company focused on KM, where he is now Director and Vice President.

In this interview, Nick shared the story about this transition, discusses some of the misconceptions about KM and gives valuable resources for people in any industry.

Why did you choose Knowledge Management as a career?
I made the change to KM while working at BP. Previously I had been a geologist (which is quite a knowledge-based subject) but moved to a role in BP Norway which was called “Quality Manager;” supporting the quality of geological work. It became obvious that the quality of work was directly impacted by access to knowledge, and we build a local KM framework which was one of the first of its kind. Then when the BP central KM team was created in the late 1990s I was invited to join, which is when I formally left Geology behind as a career and moved full time into KM; initially with BP but for the last 20 years as an independent consultant. My KM career has now lasted longer than my geology career did.

There are many definitions of KM. What is your definition of KM?
My favorite definition, which is also the definition in the ISO KM standard (ISO 30401) is that KM is Management with a focus on knowledge. So its not “the management of knowledge” but “knowledge-focused management”. This at first reading seems almost a tautology, but it is really quite profound. KM is how you would manage, if you wanted to deliver the value inherent in knowledge. Then of course you have to define “knowledge”, which is where I (and the ISO standard) follow Peter Senge in saying that Knowledge is the ability to make correct decisions and take effective actions.

KM is Management with a focus on knowledge. So its not “the management of knowledge” but “knowledge-focused management”.

Nick Milton

Is there any misconception you commonly see regarding KM?
There are oh so many of these! For example: KM is a subset of Information Management; KM is information management (or content management) rebadged; KM can be solved by buying software; KM is an end in itself; KM means documenting all your knowledge; build a good KM system, and people will magically populate it. The first 2 are very common, and many times the first discussion I have with a potential client is whether they want KM at all, or whether they will be better served by improved IM or data management. The third has plagued the industry from the start – the idea that software will solve all your KM problems. Software is part of the solution, but software alone is nowhere near enough.

What significant evolution have you seen in the industry in the past decade?
In some ways the industry has not evolved at all. If you look at some of the lists of “greatest KM pitfalls” written 20 years ago, all of those pitfalls still affect KM today. However there are certainly some developments: the creation of an entire discipline for Knowledge Centered Support (KCS). This is a KM approach applied to customer support knowledge bases, which is very powerful and robust.

An increased understanding of, and set of models for, Lesson Management. These address what happens to Lessons after they have been identified, and before they become Lessons Learned. This work is best developed in the emergency services and military.

A plethora of software tools which we did not have 20 years ago. In-house wikis for example. Unfortunately the KM software space is dominated by SharePoint, which is an IM tool rather than a KM tool. At last, an international standard for KM, which should help avoid many of the misconceptions listed above.

You write multiple articles on KM. How do you select the topics for your blog?
I have been blogging for over 10 years now, with a new blog post each weekday, so have written over 2500 posts at www.nickmilton.com. I get inspiration in many ways: from articles I read online and in the press. I have a daily Google Alert for the term “knowledge management” and this often brings me new ideas. Also from questions people (and clients) ask me. When I present a training course, I often fill a whole page of blog post ideas just from the questions I get asked.

I often up cycle previous blog posts, but only if they are at least 5 years old and therefore in need of modernizing. If I get really stuck I open a random PowerPoint, choose a random slide, and write a blog post about that slide

What are key skills or training a person in the KM field should have?
The core skills are people skills. KM is “all about people,” and KMers need to be People people first and foremost. If I were given a KM team, I would train all of them in facilitation skills, and change management skills. The team would than need other skillsets within it: someone with IT skills, someone with IM or library skills, someone with communication skills, and then a whole bunch of people skilled in the business of the organization (lawyers in a law firm, engineers in a construction firm, geologists in an oil company). You don’t need everyone to have all these skills, but you need someone in the team to cover each skillset.

Based on your experience with multiple customers, is there an industry that really “gets” KM?
The ones that “get” KM are the ones which cannot afford to fail – where failure is serious, costly, or endangers life – and therefore where the value of learning and of knowledge is obvious. Therefore you see KM very well developed in the military (as you know from your own experience, Yadira), the emergency services, aviation, Oil and Gas, and (to a lesser extent) construction.

Then there are the big consulting firms, whose only product is knowledge, and who compete on knowledge. Companies such as McKinsey are leading the way with KM. There are probably more KM roles in legal firms than there are in other industries, but legal KM is an unusual variant which has more in common with content management than other variants do. And the development sector also has embraced KM, partly because knowledge has higher relative value in a cash-poor industry.

You’ve mentioned new technology (i.e. Artificial Intelligence) will not eliminate KM. Do you see any major changes in the field?
AI will not eliminate KM but it may eliminate some drudgery for knowledge workers. I think better search will always help – semantic search, natural language search, intelligent search. Also AI will help in uncovering patterns and insights from huge databases, which intelligent people can then turn into knowledge. These will be the power tools for the knowledge worker, helping them to work faster and smarter. But no matter what the toolset may be, its only 1/4 of the solution. We also need the roles and accountabilities, the KM processes, and the KM governance suite if our KM frameworks are to be complete.

AI will not eliminate KM but it may eliminate some drudgery for knowledge workers.

Nick Milton

Is there a particular project in your career you are most proud of? Why?
I loved the work we did with Mars in the early 2000s. It was simple stuff, but it made an impressive impact to the business. Also some of the work we did with De Beers at the same time. I really enjoyed working with Nancy Dixon at Huawei, in China. This was a chance to try western style KM and adapt it to Chinese business, and again it succeeded beyond expectations. Also I am really enjoying the work I am doing now with the European Space Agency. Again just good standard KM, but in such an exciting setting.

What three resources (podcasts, books, websites) you recommend which have helped you in your career?
I will go for books: Davenport and Prusak Working Knowledge, Nancy Dixon Common Knowledge, Hansen Collaboration, Wenger and Synder Cultivating Communities of Practice. Also if I can include my own book, written with Patrick Lambe, The Knowledge Manager’s Handbook. Nothing helps you understand a field more than writing a book about it. You don’t realize what you know, until you try to put it into print!

Do you have questions, feedback or suggestions of people to interview?

Contact me!

Advocate for Military Spouses: Jamie Muskopf

By: Yadira Y. Caro

The day of my interview with Jamie Muskopf from her home in Washington state, she received a called from school saying her kids would have no class that day. Even with that unplanned event, she still went through her day as usual managing her responsibilities as a Project Manager for Microsoft’s Military Spouse Technology Academy, recording an episode of her podcast S.O. Unbecoming, and this interview. Jamie is also completing her Doctor of Social Work studies at the University of Southern California while taking care of her three children and her active duty Navy spouse.

This was another typical day for a military spouse. While significant others perform their jobs at home or abroad, these military spouses must manage their households and in many cases, their careers as well. Jamie has made her mission to advocate for them.

Before marriage, Jamie had started her started thriving career in technology as a developer in college, a job she learned “accidentally” when her supervisors at her summer job at the University of California Santa Barbara asked her to create a website. A few years later, back at home in Hawaii, she became a Director of Web Services at Pacific University and completed a Masters in Information Systems. Later she joined the U.S. Pacific Fleet to develop their Knowledge Management program. At her job she met her future husband. She continued working until the demanding schedule at work and at home forced a career break. In the meantime, she completed her Masters in Knowledge Strategy from Columbia University with the goal of one day returning to the workforce, which happened last year.

During our conversation we talked about her career in tech and Knowledge Management, her mission to use what she has learned for social good, and her weekly podcast S.O. Unbecoming, where she interviews military spouses who are “unbecoming one version of themselves in favor of another.”

What made you realize that knowledge management was important?

As you know, the military is full of different tools and they’re all there for interesting reasons. But there’s always this assumption that “if I use this tool everything in the world will be better.” And really you need more of an understanding that the information you work with and create are part of a larger eco-system. Where I was working at HQ at Pacific Fleet, it was definitely always tied into decision making.

I learned to be very empathetic ultimately to the Commander because there are all these people generating a lot of information (for him). I happened to have a commander that said “pump the brakes, you are giving me all this stuff, tell me why it matters. You can’t just give me a bunch of raw data. I need you to collaborate, and I need you to create something that is just a higher level than what you’re giving me right now. It’s good information, but it’d be richer knowledge if you put it all together first.” I listened very intently to what he wanted. He eventually took high notice of that and he became a really big supporter of knowledge management because he just got it. He understood what we were trying to accomplish. 

When did you take a break in your career?
My husband was my boss’ flag aid. I had no intention whatsoever (to go out with him) but he kept bugging me (laughs). A year later, I was like fine (laughs). We got married and then a month and a half after he went to Connecticut for school. I was pregnant at the time, so I ended up staying in Hawaii. I worked after getting married for the next two years. Then I had two babies who are 18 months apart. Once I had my daughter, he was on a sea tour.

My career and his career were way too competing because at that point I was traveling once or twice a month. We had built a knowledge management program to be pretty wide and all across the fleet, and I was doing a lot of speaking engagements. But it was just not sustainable, so I left. It definitely had a huge impact on my life. It definitely taught me how much my identity centered around my career. I felt kind of lost for a little while.

I loved being a stay at home mom. It was something I dreamed about because I was a single mom for a while and then I was working. I loved my job, but I also hated the fact that I was gone from my son, even though my mom and dad were in Hawaii, so I didn’t have to worry about that so much. But it was tough making the switch from being very career driven to being mommy.

What were your assumptions about military mothers before?
I just had this assumption that it would be easy. I really felt “what could be so hard about having someone else pay your bills and staying home with your kids?” Overtime I learned, on the other side, there are people thinking the same thing about you “they have it so easy, they work, they have their own money, not have to worry about all of these things.

What prompted you to switch to social work?
Because that is knowledge management. People don’t understand that really, at the core of knowledge management, is people and behavior and a culture. If you don’t have a culture that supports good knowledge management, that supports the idea that people need to collaborate and share, we don’t have good knowledge management, that is impossible. You might have semi decent information management but you don’t have knowledge management. If we’re going to really do knowledge management in the world, something more has to be done about how we address behavior. That is not psychology, it’s not necessarily education, it’s a little bit of all those things, but what is it?

When I was still at Columbia University, a friend of mine who’s a social worker was always telling me “you should be a social worker.” (I thought) I would cry every day; I get too emotional over things (laughs). But she said “Look at the Doctor of Social Work program.” So I did and I realized that the program is an innovation program. It almost should be like a Doctor of Social Innovation because what we’re learning right now is what is social innovation, what does that mean, and ultimately, how do you address or how do you identify social norms. The program is bringing me a completely different set of research and lenses. I love that because of what I care about now, which is advocating for the military spouse community. There’s a lot of crazy social norms involved in that, that keep us from working.

How would you describe what you’re doing now at work?

I’m the Project Manager for Microsoft Military Spouse Technology Academy. Right now I’ve been working in the Pilot Program Classroom. It’s been interesting watching this whole process unfold; seeing from both a participant side and being empathetic to it because I am a military spouse. Then seeing from an employer side: what social norms are in place there, what culture, what things are operating in the norm, and the norm being that military spouses unemployment rate is 54%. That norm is very much on purpose. It’s part of a culture around military spouses that has been there since the beginning of the military; your number one job is to support your spouse.

The military spouses now, they want to work, they are working and if the military wants to retain active duty people, they’re going to have to really figure out how do we support working military spouses.

Changes have to happen inside the culture that is the Department of Defense, changes have to happen inside the culture of military spouses. Then there’s also changes that need to happen inside employers and potentially inside the law when it comes to employers creating more innovative ways other than just saying “why don’t we just make all jobs remote.” That is part of an answer, but its not the whole answer. I might suddenly had to pack up-house, I might suddenly have to prepare my household for an unexpected deployment and I need my employer to be flexible about those things.


If I need to move, I would like my employer to be flexible, either allowing me to continue remotely or maybe helping me find another position in our company. Maybe connecting me with a partner in the location that I’m at. Employers need to be incentivized to do such things by the local state governments and potentially, the federal government.

I feel like being in the DSW program is going to give me that lens and that science background to really look at that whole problem or the series of problems, and come up with a model or multiple models that can provide solutions.

“The military spouses now, they want to work, they are working and if the military wants to retain active duty people, they’re going to have to really figure out how do we support working military spouses.” – Jaime Muskopf 

Why did you start a podcast on the topic of working military spouses?
My whole point in that podcast is do three things: one is to give to military spouses who are going through the process of getting back into their careers or maintaining their careers, the opportunity to share their stories. I want military spouses of diverse backgrounds; I want to see the diversity in the military spouse community that I see day-to-day, represented in some platform.

Number two is I want to give other military spouses the opportunity to hear those stories, and be inspired by them, or at least, have community with them. As the show goes on, not all the stories are going be great, some of the stories are really heart-breaking and are really frustrating. I know that there are stories that other military spouses will connect with because they’ve had a hard time getting back into the workplace or continue their education.

The third piece of it is definitely to educate civilians, educate employers on what these people are going through, and how are other employers innovating or how are they operating in a way that is supporting military spouse careers. I’ve been very surprised and not surprised at how little people really understand about the military spouse experience, and the kinds of stereotypes and biases that people have about military spouses. It’s been very eye opening.

What are three resources or pieces of advice that have helped you in your career?
My number one thing is to always be growing and tending your network. The way that I have done that over the years has been LinkedIn. Now it is more widely used and it’s a great way to build your professional network. I got recruited for the job with Microsoft over LinkedIn.

The second piece of advice is to always be in learning mode and to have a growth mindset. Even when I was home with babies and sitting there wondering if I’m ever going to get more sleep, I took every opportunity I had to keep up with what was going on, to learn, to read. I listened to the Tony Robbins podcast, Gary Vaynerchuk, Side Hustle School. I love listening to Malcolm Gladwell, Hidden Brain. There are just so many podcasts out there, you can put it on even with your baby on (laughs).

The third thing is just be kind to yourself. It is a hard lesson that I had to learn. I never really give myself grace to be like “it’s okay, you don’t have to be going and going and going all the time, you’ve done that for a long time.” Being kind to myself also has meant changing the perspective of failures to opportunity. I think once you start recognizing that you may fail at things or things that you do may fail, it is just about getting an opportunity to learn something and then try something differently again. That to me is being really kind to yourself.

Do you have questions, feedback or suggestions of people to interview? Contact me!