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 go anywhere, in any company, in any meeting, people talk about everything. They talk and
show the expertise they have. They talk about strategy, they talk about tactical planning, they
talk about business plans and they talk about everything except execution. The person who talks
more in the meeting is assumed the expert in his profession. Off course they are professional
having knowledge in their respective domain. They know ³what´, they know ³how´, but still
they don¶t do.

The person who talks less is considered dumb. If somebody talks with big presentations, in
excellent language skills and with lot of technical jargons gets more attention. However the
problem is with ³execution, doing´. There is a big gap in ³knowing and doing.´ They know, they
plan, they talk and sometimes they colloquy, but they do not do and act. I have seen so many
examples. They had lot of business plans and expansions. They hired renowned consultants, but
all the projects miserably failed. The reason was ³knowing doing gap´.

Organizations should form the opinion about employees based on their performance and their
contributions is the organization and not what they talk. The reality is they form the impressions
based on how smart they seem. Being critical to the ideas of others is another way to project
oneself as a smart. The reason why such smart talk is appreciated because the quantity and
quality of talk is assessed immediately but quality of leadership and managerial capabilities can
be assessed with a large time lag. One manager to whom I know was promoted on senior level
position only because he appeared to be the smart to the managing director while co-coordinating
one business summit. Being critical is not always good but being critical for everything and
exhibiting the knowledge on every subject is the problem.

When there is an expansion plan, every manager tries to get enough workforce. Putting people
first is easy job, buy delegating and empowering them is very difficult to implement. Knowledge
transfer is also the issue. Certain things are just assumed.

Success of the organization depends upon the executing what is already known. I always ask the
question, if you know so many things, then why you don¶t implement it.

As rightly said by Stanford professors Jeffrey Pfeffer and Robert Sutton, it is important to
convert the knowledge into actions than only knowing and exhibiting your wisdom.

³Why knowledge of what needs to be done frequently fails to result in action or behavior
consistent with that knowledge«we came to call this the knowing-doing problem²the
challenge of turning knowledge about how to enhance organizational performance into actions
consistent with that knowledge.´ Jeffrey Pfeffer and Robert I. Sutton