Call us toll free: 702.341.9930
Top notch Multipurpose WordPress Theme!

Selection Guide

The Duly Knowted tools are editable PDF files; delivered in a cost-effective, versatile format that can be renamed, stored on your desktop, reviewed, emailed to recipients, transferred to a distribution list, attached or uploaded to other platforms, and stored in your organization’s Share Drive or LMS. Contributors work with the tool(s) on their own or with partners or small groups.

  

To help select for best fit, the tools are organized by category. Each category includes a variety of question sets, worksheets, and discussion guides to use individually or in combination. Most of the tools are listed in multiple categories.

  

Click in the table below to view the tools in each category. Click the plus sign to read a short description. From each category, you’re able to move to the corresponding area of our Store.


FIRST TIME USERS-PURCHASERS!

Give us a call or reach out in an email. We’d like to meet you, and quickly, we should be able to guide you to the best tools and/or services for your situation. Second and third time purchasers, we’d love to talk with you too!

Phone: 702.341.9930 (Las Vegas) | Email: audrey@dulyknowted.com


ONBOARDING A SUCCESSOR

What professional coming into a new organization or moving into a new division of one she already knows, wouldn’t want a map to follow?

Tools in the ONBOARDING category set up guidance from an incumbent or from the in-place team to a successor about first conversations and people to meet, work in progress, files to review, and pending deadlines.


CLICK HERE TO SELECT AND PURCHASE >>

FIRST CONVERSATIONS

It can take weeks or months to accidentally happen upon the right people. And the “right people” might not be the obvious ones to an onboarding contributor!  

A contributor leaving a position is in the best position to suggest good first conversations for her onboarding successor. The right first conversations can make life easier in all sorts of ways. The CONVERSATIONS tool prompts notes covering the “who with” and “what to discuss.” 

WORK IN PROGRESS

Where do things stand? What projects, assignments, promises and expectations just can’t be fulfilled before the contributor leaves? What gaps and cracks can be anticipated—and avoided?  What must be addressed in the first 30 days post departure?

MORE NOTES FOR THE SUCCESSOR

What does the person(s) taking on the contributor’s work need to know? The MORE NOTES tool goes wide—extending beyond “who to meet” and “work in progress” information. What might surprise the successor? How can his learning curve be accelerated? Where should he look for things? 

NETWORK

In some situations, WHO someone knows is just as (or more) important as the WHAT they know. Use the NETWORK tool to tap information about the contributor’s internal and external networks, along with best networking methods. 

TALENT MANAGEMENT

When a vice-president, team manager, coach, or supervisor transitions away, their team can feel as if they are starting from scratch with the “new guy” or “new gal.” Notes entered in the TALENT MANAGEMENT tool acquaint a successor with team capabilities. For five specific team members, what are their strengths? What motivates them? In what areas should the organization be tapping their talents?

CALENDAR

CALENDER is one part of the map an onboarder to a new position needs and wants. Informal, formal and deal-breaker deadlines. Regular meetings. Optional events that (maybe) really aren’t optional. Monthly association lunches worth attending. Notes on the reports and summaries the person down the hall is expecting every Friday.

SCAVENGER HUNT

Another part of the onboarding map. Where are things? What’s the name of the folder you access seven times a day? Where are go-to templates. Best examples of things. Sample proposals. Key contact lists. Customer information. HUNT includes instructions for developing a FIND IT HERE folder.

INTERNAL MOVES

Strategic, well-managed internal moves like promotions and transfers keep the organization's blood circulating! Moves bring opportunities for professional development and broaden perspectives. An internal move of a key senior role can set up a cascade of other promotions and transfers.

Tools in the INTERNAL MOVES group offer incumbents suggestions for handing off their work and offer successors vital insight to the roles they're taking on.


CLICK HERE TO SELECT AND PURCHASE >>

FIRST CONVERSATIONS

It can take weeks or months to accidentally happen upon the right people. And the “right people” might not be the obvious ones to an onboarding contributor! 

A contributor leaving a position is in the best position to suggest good first conversations for her onboarding successor. The right first conversations can make life easier in all sorts of ways. The CONVERSATIONS tool prompts notes covering the “who with” and “what to discuss.”

INBOUND-OUTBOUND

Even internal transitions can create sending-receiving chaos. Information and requests that normally come to a contributor (INBOUND to the contributor) have nowhere to go—easily missing their target. Information headed out from a contributor (OUTBOUND) is no longer moving out—someone could be waiting for something that isn’t coming! Oops.

WORK IN PROGRESS

Where do things stand? What projects, assignments, promises and expectations just can’t be fulfilled before the contributor leaves? What gaps and cracks can be anticipated—and avoided?  What must be addressed in the first 30 days post departure?

NETWORK

In some situations, WHO someone knows is just as (or more) important as the WHAT they know. Use the NETWORK tool to tap information about the contributor’s internal and external networks, along with best networking methods. 

TALENT MANAGEMENT

When a vice-president, team manager, coach, or supervisor transitions away, their team can feel as if they are starting from scratch with the “new guy” or “new gal.” Notes entered in the TALENT MANAGEMENT tool acquaint a successor with team capabilities. For five specific team members, what are their strengths? What motivates them? In what areas should the organization be tapping their talents?

PRE AND POST ROUTINES

Your contributor could be a star pre-post-performer! Performing the smaller tasks that enable others to do their work better or set up the work for others to complete. Or, the small routines that finish things well, move them off the desk then out the door! PRE-POST ROUTINES enable the contributor to document these often-unnoticed tasks. 

TIMING

In some work, timing is everything. In all work, timing means something. Timeframes. Efficiency. Sequence. Schedules. Deadlines. Often, time and timing are cultural to the organization.

In the contributor’s work, where does timing count? How does how the organization thinks about time affect a specific role, your customers, or the quality of work? Good for the new person to know.

SHORT NOTICE

Notices don’t always arrive with much notice. This group’s tools are designed for more rapid debriefs when departure timeframes don’t allow for extended offboarding with teams or partners.

They collect quick notes, bullets, and lists useful to those temporarily picking up the slack (including managers!) or used in conjunction with exit interviews.


CLICK HERE TO SELECT AND PURCHASE >>

QUICK KNOWTES

A short overview of the role and the work as performed. Identifies key assignments in progress; next steps to be taken and who needs to know about the departure. Are there specific tasks this contributor is responsible for that need to be assigned elsewhere—right away? Several questions enable general feedback to the organization.

WORK IN PROGRESS

A deeper dive into work in progress than QUICK KNOWTES. Where do things stand? What projects, assignments, promises and expectations just can’t be completed before the departure date? What gaps and cracks can be expected—and avoided—over the 30 days immediately post- departure? What deadlines are imminent?

RETIREMENTS and EXTENDED DEPARTURES

Extended, planned departures—those that come with at least one-two months’ notice—enable more time for reflection and sharing. These tools make it easier and more likely to transfer smart things to teams, colleagues and successors in conversations, mentoring sessions, debrief meetings and staff discussions.

Use the tools in the EXTENDED DEPARTURES group in combination and sequenced over a period of weeks or months; perhaps “mediated” with audio and video. Best when completed in conjunction with any of the ROLE SPECIFIC tools.


CLICK HERE TO SELECT AND PURCHASE >>

SAUCE

Secret or special. It’s a deeper knowing of something specific—the how, why, why not, how much, in what order, when and when not. Colleagues and customers rely on it, even if the contributor can’t see it or doesn’t consider it unique in any way. Sometimes sauce is the key to making something happen or turning a situation around. The SAUCE tool taps the contributor’s sense of it, asks her to explain it as best she can, and share it.

RADAR

One part of deep experience in one’s work is knowing what to keep eyes and ears open to—that hasn’t quite yet, shown up or landed. RADAR checks in on a departing contributor’s screen: What are the opportunity signals or warning signs they’ve learned to stay alert for? Where do they look? Which blips can be watched for a while and which others call for action? 

WORK IN PROGRESS

Where do things stand? What projects, assignments, promises and expectations just can’t be fulfilled before the contributor leaves? What gaps and cracks can be anticipated—and avoided?  What must be addressed in the first 30 days post departure?

INBOUND-OUTBOUND

Transitions can create sending-receiving chaos. Information and requests that normally come to a contributor (INBOUND to the contributor) have nowhere to go—easily missing their target. Information headed out from a contributor (OUTBOUND) is no longer moving out—someone could be waiting for something that isn’t coming! Oops.

PORTFOLIO (An Activity-Discussion Guide)

Instructions and suggestions for managers, coaches, and contributors for assembling a work portfolio: “curated” examples of brilliance and relevance, drawn from the contributor’s own body of work. Portfolios can include documents, pages, photos, audio, and other work product “artifacts.” Great as show and tell, mentoring, coaching, and knowledge sharing pieces. 

NETWORK

In some situations, WHO someone knows is just as (or more) important as the WHAT they know. Use the NETWORK tool to tap information about the contributor’s internal and external networks, along with best networking methods. 

TIMING

In some work, timing is everything. In all work, timing means something. Timeframes. Efficiency. Sequence. Schedules. Deadlines. Often, time and timing are cultural to the organization.

In the contributor’s work, where does timing count? How does how the organization thinks about time affect a specific role, your customers, or the quality of work? Good for the new person to know.

FIRST CONVERSATIONS

It can take weeks or months to accidentally happen upon the right people. And the “right people” might not be the obvious ones to an onboarding contributor! 

A contributor leaving a position is in the best position to suggest good first conversations for her onboarding successor. The right first conversations can make life easier in all sorts of ways. The CONVERSATIONS tool prompts notes covering the “who with” and “what to discuss.” 

TALENT MANAGEMENT

When a vice-president, team manager, coach, or supervisor transitions away, their team can feel as if they are starting from scratch with the “new guy” or “new gal.” Notes entered in the TALENT MANAGEMENT tool acquaint a successor with team capabilities. For five specific team members, what are their strengths? What motivates them? In what areas should the organization be tapping their talents?

DECISIONS

Hard ones. Easier ones. Decisions made with team or colleague input. Decisions made solo. Spontaneous ones. Long-thought-out ones.  

Questions in the DECISIONS tool are used to frame conversations a contributor chooses to have with team members, mentees, trainees, or successors about decision making experiences and the variables that come into play.

MOVING FORWARD

A contributor’s two or more cents’ worth on where the team and the organization could be or should be headed. MOVING FORWARD includes good questions for in-depth exit interviews, team debrief discussions, last lunches with the boss.

SUCCESSION and BENCH PREP

Tools in this category provide structure to the knowledge component of bench building and succession planning.

SUCCESSION tools can be used to start the conversations—around business philosophy, industry perspective, insights to longer term customer relationships (and how best to maintain them), and other wisdom not typically included in the legal and financial discussions required.


CLICK HERE TO SELECT AND PURCHASE >>

RETIRING LEADER

RETIRING LEADER’s focus is the “knowledge and wisdom” behind a retiring leader’s (possibly a business owner’s) success. With succession planning’s focus on financial and legal considerations, it’s easy to overlook this piece. 

The RETIRING LEADER tool pulls up a leader/owner’s insights to the industry, the products, and the customers. More importantly, his “sense” of how coming changes could impact everything! Use this tool early in the succession process as a warm-up to knowledge sharing discussions to come.

NETWORK

In some situations, WHO someone knows is just as (or more) important as the WHAT they know. Use the NETWORK tool to tap information about the contributor’s internal and external networks, along with best networking methods. 

DECISIONS

Hard ones. Easier ones. Decisions made with team or colleague input. Decisions made solo. Spontaneous ones. Long-thought-out ones. 

Questions in the DECISIONS tool are used to frame conversations a contributor chooses to have with team members, mentees, trainees, or successors about decision making experiences and the variables that come into play.

SAUCE

Secret or special. It’s a deeper knowing of something specific—the how, why, why not, how much, in what order, when and when not. Colleagues and customers rely on it, even if the contributor can’t see it or doesn’t consider it unique in any way. Sometimes sauce is the key to making something happen or turning a situation around. The SAUCE tool taps the contributor’s sense of it, asks her to explain it as best she can, and share it.

RADAR

One part of deep experience in one’s work is knowing whatto keep eyes and ears open to—that hasn’t quite yet, shown up or landed. RADAR checks in on a departing contributor’s screen: What are the opportunity signals or warning signs they’ve learned to stay alert for? Where do they look? Which blips can be watched for a while and which others call for action? 

TIMING

In some work, timing is everything. In all work, timing means something. Timeframes. Efficiency. Sequence. Schedules. Deadlines. Often, time and timing are cultural to the organization.

In the contributor’s work, where does timing count? How does how the organization thinks about time affect a specific role, your customers, or the quality of work? Good for the new person to know.

FIRST CONVERSATIONS

It can take weeks or months to accidentally happen upon the right people. And the “right people” might not be the obvious ones to an onboarding contributor!  

A contributor leaving a position is in the best position to suggest good first conversations for her onboarding successor. The right first conversations can make life easier in all sorts of ways. The CONVERSATIONS tool prompts notes covering the “who with” and “what to discuss.” 

COMING FEBRUARY 2019: BENCH PREP

BENCH PREP is designed from the perspective of someone in line to move into the retiring leader’s role—whether that leader has announced an actual retirement date or not. It enables this person to bring his own knowledge questions to the table and organize his or her thoughts about areas for development and preparation.

PROGRAM or PROJECT DEBRIEF

Recently completed (or even in-progress) projects and programs afford lessons learned and process building opportunities. Unfortunately, the debrief-capture-review window is usually quite short or sometimes skipped altogether as teams disband and return to other assignments.

DEBRIEF tools frame conversations and discussions that look back at those lessons. Recommendations for future projects and programs, along with process improvements, likely surface during these sessions. For the time spent, debriefs carry high value return for the time and talent invested.


CLICK HERE TO SELECT AND PURCHASE >>

PROJECT DEBRIEF-TEAM

The tool is best used to frame a team discussion. Before the project team disbands, capture some of the highlights and lowlights. How does the team feel about outcomes already evident? How have users, clients and customers been tapped for their feedback? What new or innovative process pieces surfaced—and what is being done with them? What kinds of follow-up needs to happen, and when? What does this team recommend the next team working on a similar project do differently?

PROGRAM DEBRIEF-TEAM

Again, best used in a facilitated team discussion. Recommended for program milestones and completions. How are initial program measures measuring up? Are things on schedule? What best practices and unexpected process pieces are emerging?

PROJECT OR PROJECT HANDOFF

Sometimes, leaders leave. And sometimes, not at the best times relative to program or project schedules. When leaders need to leave mid-project or mid-program, these notes—designed for team discussion—will ease the handoff.

SOLO DEBRIEF

The experience of participating on a program or project team can bring multiple professional lessons for the individual contributor. Sometimes different lessons than those captured by the larger team. 

SOLO DEBRIEF enables a contributor to capture notes and insights for his own development, or in preparation for an annual review or work with a coach.

REVIEWS and COACHING SESSIONS

Employee engagement calls for directional or aspirational conversations: How do employees see their own progress on a career path at the company? Where do employees see themselves moving, and how do they see themselves getting there? Tools in this category support coaching sessions, performance reviews, and other talent management activities.


CLICK HERE TO SELECT AND PURCHASE >>

GAME PLAN

When managers check in with their individual team members for annual or other reviews, make sure the topic of “learning” comes up. What’s been learned? How has what’s been learned made a difference? Based on the goals and work ahead, what types of learning and in what forms does this contributor think will be helpful?

NETWORK

In some situations, WHO someone knows is just as (or more) important as the WHAT they know. Use the NETWORK tool to tap information about the contributor’s internal and external networks, along with best networking methods. 

RADAR

One part of deep experience in one’s work is knowing what to keep eyes and ears open to—that hasn’t quite yet, shown up or landed. RADAR checks in on a departing contributor’s screen: What are the opportunity signals or warning signs they’ve learned to stay alert for? Where do they look? Which blips can be watched for a while and which others call for action? 

SOLO DEBRIEF

The experience of participating on a program or project team can bring multiple professional lessons for the individual contributor. Sometimes different lessons than those captured by the larger team. 

SOLO DEBRIEF enables a contributor to capture notes and insights for his own development, or in preparation for an annual review or work with a coach.

PORTFOLIO (An Activity-Discussion Guide)

Instructions and suggestions for managers, coaches, and contributors for assembling a work portfolio: “curated” examples of brilliance and relevance, drawn from the contributor’s own body of work. Portfolios can include documents, pages, photos, audio, and other work product “artifacts.” Great as show and tell, mentoring, coaching, and knowledge sharing pieces. 

LEAVES OF ABSENCE

Parental Leave. Medical Leave. Jury Duty. Sabbaticals. Vacations.

Unless they’re arriving with gift cards or chocolate, not many people enjoy surprises! Customers don’t appreciate it when their concerns and deadlines fall through the cracks. People “covering” for colleagues taking leaves of absence need backstory and instructions. For his part, the leave-taker wants to find things in reasonably good shape when he returns.

The LOA tools are short term continuity notes, designed to help employees taking all kinds of leaves—pack a few suggestions and reminders for those carrying on.


CLICK HERE TO SELECT AND PURCHASE >>

LEAVE OF ABSENCE

Our LOA tool collects need-to-have, work-in-progress, where-it’s-filed, who-to-call notes prepared for team members covering for contributors taking leaves of absence: Medical, Family, Vacation, Jury Duty and others. 

LEAVE OF ABSENCE—ACCOUNT EMPHASIS

An expanded version of LEAVE OF ABSENCE. LOA ACCOUNT EMPHASIS accommodates more information about specific accounts or clients that temporary replacements need.

ROLE SPECIFIC

Rarely if ever do job descriptions tell the full story. Our ROLE SPECIFIC tools draw out transferable details of the contributor’s day-to-day work. Information about the “real work” and activities not assigned, how the work gets done, what had to be learned to do the work, and how it connects to the larger organization.

ROLE SPECIFIC tools set up discussions or leave information for a successor, a selection committee, mentees, or future role-holders.

Check back! The ROLE SPECIFIC tools are frequently updated—and more roles are added. Any of the tools you see listed below can be customized to more specific titles or to an individual contributor.


CLICK HERE TO SELECT AND PURCHASE >>

DIRECTOR

Day to day, the big things and the smaller things. How does this Director-contributor keep things organized and priorities straight—given the demands of the role.

MANAGER

“Management” covers a broad scope. For this contributor, what’s getting managed? What’s been learned, what was the learning curve like, what does the next manager need to know about connecting the work to the rest of the organization and the bigger mission?

SUPERVISOR/TEAM LEAD

What’s involved with leading a team in this specific department in this unique organization? What’s been learned and where does this supervisor-contributor think the learning curve took him?

OFFICE MANAGER

An executive assistant or office manager’s departure can leave chaos! This question set offers questions and checklists for the OM or EA—and the people they keep organized.

COMING FEBRUARY 2019: Retiring Owner

Yes. This retiring owner-contributor does have something to share with his successor. Yes, the successor will have her own ideas and her own expertise. Yes, the successor will choose to make changes. But there’s a foundation to build upon, a radar screen to be shared, a sense of—for the short term—how to move forward.

COMING FEBRUARY 2019: Board Member

COMING FEBRUARY 2019: Board Member

COMING FEBRUARY 2019: Volunteer

COMING FEBRUARY 2019: Volunteer

NON-PROFIT ORGANIZATION

Our NON-PROFIT tools include questions and short tasks specifically for the non-profit business environment—where knowledge and know-how must (creatively) stretch as much as resources and funding do!

Many of the Duly Knowted tools in other categories are just as applicable to the non-profit sector as they are to for-profit companies.


CLICK HERE TO SELECT AND PURCHASE >>

NON-PROFIT CONTINUITY

Departures of non-profit leaders and key staff create shorter or longer-term gaps across the organization’s activities and can negatively impact programs. Staying organized and keeping the flow going is vital in donor and community communication and engagement. Contributor notes and suggestions, even “gap plans,” can lessen negative impacts until successors are identified, onboarded, and stabilized.

STAKEHOLDERS

Our STAKEHOLDERS tool structures a departing leader’s comments on goals and work in progress with five key stakeholder groups—high value insight and initial guidance for successors.

INBOUND-OUTBOUND

Even internal transitions can create sending-receiving chaos. Information and requests that normally come to a contributor (INBOUND to the contributor) have nowhere to go—easily missing their target. Information headed out from a contributor (OUTBOUND) is no longer moving out—someone could be waiting for something that isn’t coming! Oops.

WORK IN PROGRESS

Where do things stand? What projects, assignments, promises and expectations just can’t be fulfilled before the contributor leaves? What gaps and cracks can be anticipated—and avoided?  What must be addressed in the first 30 days post departure?

PROGRAM DEBRIEF-TEAM

Best used in a facilitated team discussion. Recommended for program milestones and completions. How are initial program measures measuring up? Are things on schedule? What best practices and unexpected process pieces are emerging?

LEAVE OF ABSENCE

OUR LOA TOOL COLLECTS NEED-to-have, work-in-progress, where-it’s-filed, who-to-call notes prepared for the team members covering for contributors taking leaves of absence: Medical, Family, Vacation, Jury Duty and others. 

COMING FEBRUARY 2019: Non-Profit Board Member

COMING FEBRUARY 2019:Non-Profit Office Manager

ACADEMIC ORGANIZATIONS

Boards, committees, administration, faculty and students spend valuable time on leadership transitions—assessing needs, identifying candidates, interviewing, hiring, and onboarding. Make it count by incorporating the departing leader’s experience, insights, and suggestions for moving forward. The incoming leader settles in understanding the status of key relationships and alerted to the key issues that need to be addressed first.


CLICK HERE TO SELECT AND PURCHASE >>

ACADEMIC LEADER (University or College Dean-Associate Dean-Provost)

The ACADEMIC LEADER tool helps structure the hiring, selection and onboarding process. The tool prompts a departing executive’s comments and annotations on where things stand and guidance for initial moving forward steps. Projects and programs in progress, contact and alliance networks, funding opportunities to be tracked, stakeholder expectations. All notes that set up the departing leader’s successor for early and solid wins.

STAKEHOLDERS

Our STAKEHOLDERS tool structures a departing leaders’ comments on goals and relationships in progress—high value insight and initial guidance for successors.

COMING FEBRUARY 2019: DEPARTMENT CHAIR

COMING FEBRUARY 2019: Department Chair

START UP

Any organization’s start-up phase runs along a steep learning curve! Everyone is wearing everyone else’s hats. Everyone is doing the work of three job titles. Regular use of the start up tools helps install knowledge sharing habits and build a learning culture—right from the start.


CLICK HERE TO SELECT AND PURCHASE >>

START UP CAPTURE

START UP CAPTURE helps optimize the debrief and documents lessons learned. Capture bigger and smaller things learned at a time when questions—and the answers—are changing daily! Regular, nuts and bolts internal documentation supports growth and builds the foundation for a learning culture.

PROJECT DEBRIEF-TEAM

The tool is best used to frame a team discussion. capture some of the highlights and lowlights. How does the team feel about outcomes? How have users, clients and customers been tapped for their feedback? What new or innovative process pieces surfaced—and what is being done with them? What kinds of follow-up needs to happen, and when?

OFFICE MANAGER

An executive assistant or office manager’s departure can leave chaos! Office managers and EAs wear more hats than anyone knows, and each of those hats has learned things, knows things, and knows where things are. The OM/EA wants to leave things organized!

DK THREE PACKS

DK3 Packs are focused sets of three-four questions on a specific topic, or instructions for a short capture task. Packs are drawn from our other tools or social media posts. Some respond to questions our clients pose. The packs are best used in one-on-one conversations, as meeting icebreakers, as training activities, or in project debriefs. All opportunities for anytime knowledge capture.

GUIDELINES FOR USING THE TOOLS

Nothing about the tools or using them is complicated or requires more than a few minutes of orientation to get started. GUIDELINES offer suggestions for introducing the tools to users and options for using them.

If there is one guideline that should drive your process, it’s this: Don’t stop at collecting (capture), be sure to connect and extend it. Connect the information collected in the tools with individuals who can use it. If the contributor has completed the “distribution list” near the front of the tool, let this information guide the connecting.


CLICK HERE TO SELECT AND PURCHASE >>

GUIDELINES FOR USING THE DULY KNOWTED TOOLS

GUIDELINES are for the business owner, office manager, HR representative, or the contributor’s manager—the point of contact. The person passing the tools forward and receiving comments upon completion.

GUDKT expands on the suggestions offered at the front of each tool. Included are quick ideas for getting started, and engaging, productive ways to use the tools with more than one person.

We recommend spending ten minutes reviewing these guidelines prior to first use.

COMING LATE 2019: DULY KNOWTED GUIDELINES FOR COACHES

The Duly Knowted tools are ideal for a coaching or mentoring process, whether the coachee-mentee is leaving the organization or staying on. In some cases, the departing contributor will BE the coach or mentor. A great tool application.

The coaching guidelines build on the suggestions provided our other Guidelines document, with the addition of suggestions for a sequenced or progressed use and discussion of tool questions.

FREE DOWNLOADS

WHO’S MOVING CAPTURE WORKSHEET

Our WHO’S MOVING Capture Worksheet prompts you to look and listen around, assess, and make a few notes: who is or could soon be moving? Moving could mean—but doesn’t necessarily mean—leaving! People move up or move over all the time. They change desks. Change assignments. Finish projects and programs. Get promotions. Relocate. Transfer. 

People are mobile and so is the knowledge they hold. Best to catch i! These notes will help.

27 WAYS TO USE CAPTURED KNOWLEDGE

People who work, move. How could you use what people in transition know? Let us count the ways. Here’s a starter list with 27 ways that will get you thinking.

TOP