When delegating activities and tasks, it’s important to have a plan. Highlight the capabilities you want to make available to others, why, to whom, and how you’re going to transfer the knowledge.
Here are a few questions to ask yourself:
How did I acquire my level of expertise? Perhaps my knowledge transfer methodologies ought to replicate what I know works.
To what extent do I believe others—those in my knowledge transfer target group—will necessarily learn in precisely the same way as I did?
How will I engender the learner’s positive engagement with the capability or knowledge being acquired? What’s in it for them? What felt issues does the new knowledge or skill resolve? What real-world advantages does the new knowledge or skill offer to the learner?
How clear am I on the gap between current knowledge, skills and activity levels and the desired levels? What impact do these have on the organization?
Given that the knowledge uplift is usually to enable new behaviors, to what extent will I be able to ensure that the learner has an opportunity to actually practice utilizing the knowledge or skills so that the likelihood of real-world application is increased?
What tools will I need to deploy to help the learning occur?
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