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Steve Trautman, author of Teach What You Know, is speaking on knowledge transfer.

In any organization, there are two kinds of people:
- People who know
- People who need to know

78% of the knowledge needed to do a job comes from people who are nearby... people learn from people.

The Need
- Onboarding new employees
- Retiring workers
- Cross-training
- New projects, new markets
- Speeding recovery after transitions and reorganizations

Barriers
- Don;t have enough time
- Don't know what to share or teach
- My organizational culture does not support knowledge transfer
- and so many more...

Key objections:
"I don;t know what you want" and "I don't know how to do it"

Steve's response:
"Can you teach that  person how do to this process?"
Most often, the answer is "Yes, I can do that."

Can anyone be good at Knowledge Transfer?
No. You must be:
- Competent
- Willing
Being friendly is not a requirement to effectiveness.

If Steve has people with these two characteristics, he can teach them how to share what they know.

Wisdom/Tacit Knowledge
"You can't replace the wisdom gathered over many years but you can reduce the amount of time it takes someone to begin acting wisely."

How do you do this?

Frame Wisdom in the form of a Question.
- Why does each step matter? (a question of vision)
- What are the most common mistakes?
- Who do you have to talk to and why?
- How do you know what you're in over your head?
- What are the rules and which ones can you ignore? (wisdom comes from knowing the rules and which you can ignore)
- How do you know if it is any good? (quality question)
- What should you listen and look for? (a question of using each of our senses)

9 Steps to Transfer Knowledge

Setting the Stage
1. Define the roles of manager, peer, mentor, apprentice
2. Set expectations for relationship, including measurable goals and priorities
3. Clarify the rules of engagement - helping your mentors talk about the best way for them mentor and get their job done (you want to prevent burnout)
        Tell about yourself:
                Handshake E-mail
                Voicemail
                Cell phone, Pager, Radio, Home, Phone,
                Instant Messenger
                Open Door
                Interruptions (Cube/floor etiquette)
                "Java Factor" - your best time of day to work.
4. Managing the flow - develop a measurable plan for knowledge to be transferred
ask good questions: "what do you read, what do you write, what do you create, what do you subscribe to, and so on..." Every job can be broken down. Create a sample training (and evaluation) plan.
Columns: Skill, Priority, Measure of success, Accomplish by, Resources (what resources exist to help you pass the test?)
5. Create an outline for discussion in 5 minutes
        The five minute meeting plan agenda
        1. Explain meeting purpose
        2. Explain relationship to the job
        3. Outline main points
        4. Note jargon
        5. Identify practice opportunities
        6. List other resources
6. Deliver a technical demonstration in 6 steps or less
7. teach with deference to learning styles
8. Ask assessment questions to confirm transfer of knowledge
9. Follow-up: Give  peer appropriate feedback

Types of Mentors: Primary & Silo
Primary Mentors - Broad orientation to while organization
Silo mentors (people who are less nice but more competent) - Narrow focus on subject mater (SME)


Your Role: Discussion of the role you can play in suporting knowledge transfer.
Take out the mystery.
Provide regular training
Pilot
Measure results

Discussion of metrics

Mentors are your next generation leaders. Watch them!

An outstanding practical session. Glad I attended.

Notes: I already have book, pull it out and review. Sand thank you. Get slides.

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