Self-Advocacy: Elevate Knowledge Management

Self-advocacy is often conflated with self-promotion - the kind of self-aggrandisement that makes many people uncomfortable. On top of that, many businesses are driven by the bottom line, so those who generate the most revenue tend to shout the loudest.

The problem with this mindset is that it overlooks the power of indirect value. Money saved through efficiency still contributes to the bottom line - but it does so with a whisper, not a shout.

Shine a Light on Value

Knowledge Managers and Law Librarians produce this sort of indirect value. They enable better decision-making, mitigate risks, and improve productivity across teams with the work they do and the tools they implement. However, this value can easily go unrecognised because:

• It is absorbed into others’ successes
• It is dismissed as ‘admin’ or routine work
• There is little understanding of the amount of work involved

This is where self-advocacy can help individual knowledge managers and the department as a whole. Instead of simply explaining a new taxonomy you created, try saying: “Our new taxonomy reduced search time by 30%, improving efficiency across legal and compliance teams.”

Own the value you create. And shout about it.

Justify your Resources

If you don’t speak up to highlight the value of the work you are doing, there is a risk that someone else will gain the credit for any improvements you make, or - worse - no one will notice.

Self-advocacy allows you to position the knowledge management team as a strategic asset; a cost-saving rather than a cost-centre.This is especially important where outputs aren’t tied directly to revenue, but instead support the systems that enable others to perform.

Failure to make this link explicit - especially in businesses that may be undergoing cost-cutting measures - means those making key decisions do not understand how your function contributes to the wider business goals.

Budgets, headcount, and tools are attributed where there is a visible need. If stakeholders can’t clearly see:

• how your work drives ROI,
• or how your team supports compliance, competitive advantage, or risk reduction,

they’re less likely to prioritise your needs or team when setting priorities.

So gather the data, build reports, and document efficiency gains, so that when it comes to decision making time, you have the evidence of your value and contribution to the bottom line.

Boost Morale and Collaboration

Self-advocacy doesn’t just shine a light on the value you add to the organisation, it can also improve team morale and establish you as a strategic asset - increasing cross-departmental collaboration.

When you confidently communicate the value you and your team deliver, you position yourself as a department to collaborate with, not just a support centre. This builds trust across the organisation, and can ensure the knowledge team is included in key projects and decision-making.

But it also improves morale within the team. When you advocate for your team, you validate their work and reinforce their importance within the company. This cultivates a sense of pride, which can help you to retain motivated, engaged professionals.

The Self-Advocacy Toolkit

So what does it look like in practice? How do you start? Here’s our toolkit for starting your journey to self-advocacy:

• Identify your needs - The first step is to become more aware of your requirements. What do you need to be a success? What tools and support can help you?
• Learn from the past - Analyse your failures and successes and - crucially - the reasons for them
• Clear communication - Know what you need, who to say it to and what you want to happen. Be clear and confident.
• Be prepared for pushback - Your immediate interests might not align with your colleagues’ so expect to hear “no” or “why”. Be prepared to provide reasons for your actions or expectations.
• Know your metrics - Data of your success or expected performance can open doors. Efficiency savings are measurable, so generate that data.
• Ask for a seat at the table - Join strategy meetings, bring highlights of your work and ideas for improvement.

We’ve explored this in more detail in our guide, “Show off your value: How to prove your library’s worth”. It is a more comprehensive read on the topic, allowing you to explore and learn more about self-advocacy as a strategic tool for library teams.

Become a Strategic Asset

Self-advocacy is not about ego - it’s a strategic, necessary act that ensures your work and your team get the recognition, influence, and resources they deserve. This is especially important for roles that deliver efficiency gains, indirect value and behind-the-scenes enablement. Your value is not immediately visible, so you must work to create that visibility.

Turn that whisper into a shout.

Author:    Martin Georgiev, Product Marketing Manager at Vable