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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

It’s all about the maps. 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 are completed by the departing contributor or a small team familiar with the work area. They set up guidance for the onboarder on first conversations and people to meet, work in progress, files to review, and pending deadlines.


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CALENDAR LINEUP

LINEUP is one zone of the lay-of-the-land map that any onboarding team member needs and wants. 

LINEUP captures the informal, formal and deal-breaker deadlines and events on the annual calendar--and how far in advance should someone be thinking about them. Regular meetings. Optional meetings that really aren’t that optional. Monthly association lunches worth attending. Reports and summaries the person down the hall or a compliance department in Washington is expecting every quarter.

DECISIONS IN PROGRESS

When someone leaves a position, rarely are they leaving with a completely cleared out INBOX. Things are in progress; DECISIONS are in progress. 

One of the best ways an onboarder can "orient" herself to a new role is to understand the situations and decisions she’s stepping into. Completed pre-departure by the job incumbent or team manager, this tool's lists and short descriptions preview pending decisions along with other decisions further down the road. 

FIRST CONVERSATIONS

It can take someone new to an organization weeks or months to accidentally happen upon the "right people." And the right people might not be the obvious ones!  

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

FIRST READS

New positions come with overloaded buckets of information in the form of project files, studies, outlines, checklists, summaries, annual reports, meeting minutes, and client surveys. Guidance on first things to review is priceless. Completed by the job incumbent or an in-place team, the FIRST READS tool helps the onboarder quickly get both feet on the ground, offering a few early wins. 

MORE SUCCESSOR NOTES

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? How does he build his team's confidence in him? 

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. 

ONBOARDING CHECKLIST

A checklist developed by the team for departmental and role specific onboarding. Information an onboarder uses after signing up for benefits and after the tour of the office. The tool format makes it easy for several people to contribute ideas and tasks to the checklist prior to the onboarder's arrival. 

SIX WEEKS IN

The structured, defined, more routine pieces of onboarding have happened—they’re done. Now, that new employee is climbing out of the deep end of the pool, stepping up, meeting with customers and working on early assignments. 

SIX WEEKS IN is a check in, used by the onboarder and his manager in initial coaching discussions part-way through the probation period. In discussions that pave the way for future talent management activities. 

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. How do the ways an organization thinks about time affect a specific role, your customers, or the quality of your work? 

In a specific contributor’s work, where does timing count? Good for the new person to know. Good for everyone to think about from time to time. 

WORK IN PROGRESS

Where do things stand? What projects, assignments, promises and expectations just can’t be completed or met before the contributor leaves? What gaps and cracks can be anticipated—and avoided? What must be addressed in the first 30-60 days post departure? 

INTERNAL MOVES

Strategic, well-managed internal moves like promotions and transfers keep the organization’s blood circulating! For the employee, moves bring development opportunities and broaden perspectives. They challenge and engage!.

If a key senior role is involved, one move can set up a cascade of other promotions and transfers. Multiple moves!

Tools in the INTERNAL MOVES group offer incumbents a means to hand off their work. They’re able to offer their successors--already familiar with parts of the organization and its culture--a solid platform for the new roles they’re taking on.


CLICK HERE TO SELECT AND PURCHASE >>

CALENDAR LINEUP

LINEUP is one zone of the lay-of-the-land map that any onboarding team member needs and wants.  

LINEUP captures the informal, formal and deal-breaker deadlines and events on the annual calendar--and how far in advance should someone be thinking about them. Regular meetings. Optional meetings that really aren’t that optional. Monthly association lunches worth attending. Reports and summaries the person down the hall or a compliance department in Washington is expecting every quarter.  

DECISIONS IN PROGRESS

When someone leaves a position, rarely are they leaving with a completely cleared out INBOX. Things are in progress; DECISIONS are in progress.  

One of the best ways an onboarder can "orient" herself to a new role is to understand the situations and decisions she is stepping into. Completed pre-departure by the job incumbent, this tool's lists and short descriptions preview pending decisions along with other decisions further down the road.  

FIRST CONVERSATIONS

It can take someone new to an organization weeks or months to accidentally happen upon the "right people." And the right people might not be the obvious ones!  

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

FIRST READS

New positions come with overloaded buckets of information in the form of project files, studies, outlines, checklists, summaries, annual reports, meeting minutes, and client surveys. Guidance on first things to review is priceless.  

Completed by the job incumbent or an in-place team, FIRST READS helps the onboarder quickly get both feet on the ground, offering a few early wins.  

INBOUND-OUTBOUND

Even internal transitions can create sending-receiving chaos. Information and requests that normally come TO a contributor (INBOUND) have nowhere to go—they miss their target. Information that used to head out from that contributor (OUTBOUND) isn't. Someone could be waiting for something that isn’t coming! Oops.  

The INBOUND-OUTBOUND tool identifies those potential disconnects in advance. Handy!  

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.

TEAM HANDOFF

In some workplace transitions, more than project files pass forward to a new manager or leader. Sometimes (often!) it's a team that's handed off. When a vice-president, team manager, coach, or supervisor leaves, their team can feel as if they are starting from scratch with the “new guy” or “new gal.”  

Notes entered in TEAM HANDOFF acquaint a successor with team capabilities. For five specific team members, what are their strengths? What motivates them? Where should the organization be tapping their talents?  

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. How do the ways an organization thinks about time affect a specific role, your customers, or the quality of your work?  

In a specific contributor’s work, where does timing count? Good for the new person to know. Good for everyone to think about from time to time.  </p

WORK IN PROGRESS

Where do things stand? What projects, assignments, promises and expectations just can’t be completed or met before the contributor leaves? What gaps and cracks can be anticipated—and avoided? What must be addressed in the first 30-60 days post departure?  

WORK IN PROGRESS prompts a departing contributor's WIP comments and organizes them in a way that will be invaluable to her manager and her successor.  

SHORT NOTICE

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

Tools in this group collect quick notes, bullets, and lists useful to those temporarily picking up the slack, including managers! Also useful in conjunction with last minute exit interviews.


CLICK HERE TO SELECT AND PURCHASE >>

FIRST CONVERSATIONS

It can take someone new to an organization weeks or months to accidentally happen upon the "right people." And the right people might not be the obvious ones!  

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

QUICK KNOWTES

A capture tool for a shorter departure window. The “two-week notice with eight vacation days” window. A shorter overview of the role and the work as performed. The tool organizes key assignments-in-progress and immediate next steps. This is a quick pass at impacts of the departure--especially if this contributor's leaving has come as a surprise.  

WORK IN PROGRESS

Where do things stand? What projects, assignments, promises and expectations just can’t be completed or met before the contributor leaves? What gaps and cracks can be anticipated—and avoided? What must be addressed in the first 30-60 days post departure?  

WORK IN PROGRESS prompts a departing contributor's WIP comments and organizes them in a way that will be invaluable to her manager and her successor.  

RETIREMENTS and EXTENDED DEPARTURES

Extended, planned departures—those that come with at least one-two months’ notice or as part of a succession plan—enable more time for reflection, organization and sharing. These tools simplify transferring smart things to teams, colleagues and successors via conversations, mentoring sessions, debrief meetings and staff discussions.

This category's tools are used to start, then add structure to 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.

Tools selected from the EXTENDED DEPARTURES category can be sequenced over a period of weeks or months. Consider using them to prepare for audio and video documentation.


CLICK HERE TO SELECT AND PURCHASE >>

CALENDAR LINEUP

LINEUP is one zone of the lay-of-the-land map that any onboarding team member needs and wants.  

LINEUP captures the informal, formal and deal-breaker deadlines and events on the annual calendar--and how far in advance should someone be thinking about them. Regular meetings. Optional meetings that really aren’t that optional. Monthly association lunches worth attending. Reports and summaries the person down the hall or a compliance department in Washington is expecting every quarter.  

DECISIONS IN PROGRESS

When someone leaves a position, rarely are they leaving with a completely cleared out INBOX. Things are in progress; DECISIONS are in progress.  

One of the best ways an onboarder can "orient" herself to a new role is to understand the situations and decisions she is stepping into. Completed pre-departure by the job incumbent, this tool's lists and short descriptions preview pending decisions along with other decisions further down the road.  

DEPARTING LEADER

An organizational leader in the process of planning a retirement, or later as she’s packing up the office, has considered a variety of financial, legal, and continuity issues. Easily overlooked is the "know-how, know-why, hard core experience" piece that could set her successor up for taking on the role.  

DEPARTING LEADER’s focus is capturing specific slices of accumulated “knowledge and wisdom.” The tool pulls up insights on the industry, the products, the customers and actually running the show. It prompts notes on her “sense” of how coming changes could impact everything.  

Use this tool early in the succession process as a warm-up to transition discussions to come. Or as a guide for productive conversations with a successor.  

FIRST CONVERSATIONS

It can take someone new to an organization weeks or months to accidentally happen upon the "right people." And the right people might not be the obvious ones!  

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

INBOUND-OUTBOUND

Even internal transitions can create sending-receiving chaos. Information and requests that normally come TO a contributor (INBOUND) have nowhere to go—they miss their target. Information that used to head out from that contributor (OUTBOUND) isn't. Someone could be waiting for something that isn’t coming! Oops.  

The INBOUND-OUTBOUND tool identifies those potential disconnects in advance. Handy!  

MAKING DECISIONS

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

There are all manners and ways to make decisions, along with better ways to make them. MAKING DECISIONS captures experience and guidance from organizational experts, covering the types of decisions made in their role or group, as well as best practices in making them.  

MOVING FORWARD

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

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.  

ONE CUSTOMER (A CASE STUDY-DISCUSSION GUIDE)

A structured, case-study like tool that enables a successful sales veteran (staying or departing) to share best, tested practices and insights relative to a key client account.  

Incorporate the tool or sections of it in coaching sessions and sales training. Collaboratively complete the tool for team skill building. Use multiple copies of the tool to cover multiple customers/clients.  

PROCESS WORKSHEETS

Short worksheets embedded in the tool enable a departing manager or leader to list—in one document—eight key processes they regularly work with, along with notes on timing, required steps, special issues, etc.  

Complete and attach as a "context" piece to more detailed process documentation, or as a processes overview for new employees, team members or a successor.  

RADAR

One part of deep work experience is anticipatory thinking. Knowing what to keep eyes and ears open to—that hasn’t shown up or landed quite yet.  

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—now?  

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 of something.  

Sometimes sauce is the key to making something happen or turning a situation around. Colleagues and customers rely on it, even if the contributor can’t see it or doesn’t consider it special or secret in any way. The SAUCE tool taps the contributor’s sense of their own sauce; it prompts her to explain it and share it as best she can.  

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. How do the ways an organization thinks about time affect a specific role, your customers, or the quality of your work?  

In a specific contributor’s work, where does timing count? Good for the new person to know. Good for everyone to think about from time to time.  

WORK IN PROGRESS

Where do things stand? What projects, assignments, promises and expectations just can’t be completed or met before the contributor leaves? What gaps and cracks can be anticipated—and avoided? What must be addressed in the first 30-60 days post departure?  

REVIEWS AND DEBRIEFS

Recently completed (or even in-progress) projects and programs afford lessons learned, process discoveries, new applications, and large and small innovation.

All are at risk of “going missing” because the debrief-capture-review window is often short or skipped altogether as teams disband and return to other assignments. Or as opportunities for reviews and feedback on individual performance pass by.

The DEBRIEF-REVIEW tools frame conversations and discussions that pull up those insights and lessons. They focus recommendations for future projects and programs or set the plan for individual performance. For the time spent, debriefs and reviews carry high value return.

DEBRIEF tools and sessions facilitated by coaches, consultants and contractors who've participated or led programs and projects offer extra value for their time (and your dollars) spent.


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GAME PLAN REVIEW

When managers check in with their individual team members for periodic performance or other reviews, make sure the topic of “learning” comes up. What’s been learned? How has what’s been learned been applied and where has it made a difference?  

Employees work with GP REVIEW in advance of review meetings as part of their meeting prep. Then, during the meeting, managers focus and follow up on the tool's most discussion worthy comments.  

PROGRAM DEBRIEF-TEAM

Ideal for facilitated or self-led team discussions at program milestones and completions. Captures best big ideas or small details not recoverable later. How are program measures measuring up? What plan changes and adjustments were made, and why? What best practices emerged and merit passing forward to later program stages or to the next team?  

PROJECT DEBRIEF-TEAM

Before the project team disbands, capture some of the highlights and lowlights. How does the team feel about early outcomes? How have users, clients and customers been tapped for their feedback? What new or innovative process pieces surfaced—what should happen with them? What mistakes and misses does the team want the next team to avoid?  

SIX WEEKS IN

The structured, defined, more routine pieces of onboarding have happened—they’re done. Now, that new employee is climbing out of the deep end of the pool, stepping up, meeting with customers and working on early assignments.  

SIX WEEKS IN is a check in, used by the onboarder and his manager in initial coaching discussions part-way through the probation period. In discussions that pave the way for future talent management activities.  

SOLO DEBRIEF

The experience of participating on a program or project team brings multiple professional lessons (sometimes along with a few personal ones) for the individual contributor. 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 performance review or work with a coach.  

COACHING and ENGAGEMENT

Maintaining and building employee engagement calls for one-on-one directional or aspirational conversations: How does an employee see her own progress on an important program/project? How does she view and plan her longer-term career path at the company—what's her "stay plan?" Where does a highly talented employee see himself moving in the short run, and how does he navigate the next assignments?

Tools in this category support the work of internal or external coaches: in coaching sessions, performance reviews, and other talent management activities. OR, use the tools to enable a departing expert to coach others who are staying on.


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DECISIONS IN PROGRESS

When someone leaves a position, rarely are they leaving with a completely cleared out INBOX. Things are in progress; DECISIONS are in progress.  

One of the best ways an onboarder can "orient" herself to a new role is to understand the situations and decisions she is stepping into. Completed pre-departure by the job incumbent, this tool's lists and short descriptions preview pending decisions along with other decisions further down the road.  

GAME PLAN FORWARD

Embedded within a larger performance management cycle, GP FORWARD focuses on the work and the learning looking forward. Pair this tool with performance appraisals and/or the GAME PLAN REVIEW tool. GP FORWARD is self-administered, then brought to coaching discussions.  

GAME PLAN REVIEW

When managers check in with their individual team members for periodic performance or other reviews, make sure the topic of “learning” comes up. What’s been learned? How has what’s been learned been applied and where has it made a difference?  

Employees work with GP REVIEW in advance of review meetings as part of their meeting prep. Then, during the meeting, managers focus and follow up on the tool's most discussion-worthy comments.  

MAKING DECISIONS

Hard ones. Easier ones. Decisions made with team or colleague input. Decisions made solo. Spontaneous ones. Long-thought-out ones. There are all manners and ways to make decisions, along with better ways to make them.  

MAKING DECISIONS captures experience and guidance from organizational experts, covering the types of decisions made in their role or group, as well as best practices in making them. Once completed, the MD tool becomes a coaching guide for application in pre-hire discussions, onboarding, training sessions or one-on-one coaching.  

ONE CUSTOMER

A structured, case-study like tool that enables a successful sales veteran (staying or departing) to share best, tested practices and insights relative to a key client account.  

Incorporate the tool or sections of it in coaching sessions and sales training. Collaboratively complete the tool for team skill building. Use multiple copies of the tool to cover multiple customers/clients.  

PROGRAM DEBRIEF

Ideal for facilitated or self-led team discussions at program milestones and completions. Captures best big ideas or small details not recoverable later. How are program measures measuring up? What plan changes and adjustments were made, and why? What best practices emerged and merit passing forward to later program stages or to the next team?  

PROJECT DEBRIEF

Before the project team disbands, capture some of the highlights and lowlights. How does the team feel about early outcomes? How have users, clients and customers been tapped for their feedback? What new or innovative process pieces surfaced—what should happen with them? What mistakes and misses does the team want the next team to avoid?  

RADAR

One part of deep work experience is anticipatory thinking. Knowing what to keep eyes and ears open to—that hasn’t shown up or landed quite yet.  

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—now?  

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 of something.  

Sometimes sauce is the key to making something happen or turning a situation around. Colleagues and customers rely on it, even if the contributor can’t see it or doesn’t consider it special or secret in any way. The SAUCE tool taps the contributor’s sense of their own sauce; it prompts her to explain it and share it as best she can.  

SIX WEEKS IN

The structured, defined, more routine pieces of onboarding have happened—they’re done. Now, that new employee is climbing out of the deep end of the pool, stepping up, meeting with customers and working on early assignments.  

SIX WEEKS IN is a check in, used by the onboarder and his manager in initial coaching discussions part-way through the probation period. In discussions that pave the way for future talent management activities.  

SOLO DEBRIEF

The experience of participating on a program or project team brings multiple professional lessons (sometimes along with a few personal ones) for the individual contributor. 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 performance review or work with a coach.  

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! Especially managers. 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 tool covers short term continuity notes. It's designed to help employees taking all kinds of leaves pack a few suggestions and reminders before they leave for those carrying on while they are gone.


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LEAVE OF ABSENCE

Our LOA tool makes it easier for anyone preparing to go on leave—to pack a few notes for everyone else. It collects and prepares need-to-have, work-in-progress, where-it’s-filed, who-to-call notes for team members covering for the contributor taking medical, family, vacation, jury duty and other times away.  

ROLE SPECIFIC

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

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

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


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MANAGER

“Management” covers a broad scope; so does a manager’s work.  

The MANAGER tools asks, “For this particular manager role, what’s been managed? What were your days like? What was the learning curve like?” Tool questions tap the current manager's ideas about what will be helpful to the next manager about connecting the work to the rest of the organization and the bigger mission.  

OFFICE MANAGER

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

Because office managers tend to be GREAT at organizing things, it’s likely they’ll use this tool as a checklist for other lists and documents to create.  

SUPERVISOR/TEAM LEAD

What’s involved with leading a team? And with leading THIS specific department in THIS specific organization? Where does this supervisor-contributor think the learning curve took him? Comments entered in SUPERVISOR by a departing supervisor or team lead offer guidance for the new supervisor, discussion points for mentoring a supervisor-in-training, or as feedback to the supervisor's manager.  

COMING AUGUST 2020: BOARD MEMBER

COMING AUGUST 2020: BOARD MEMBER

COMING AUGUST 2020: VOLUNTEER

COMING AUGUST 2020: 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 >>

CALENDAR LINEUP

LINEUP is one zone of the lay-of-the-land map that any onboarding team member needs and wants.  

LINEUP captures the informal, formal and deal-breaker deadlines and events on the annual calendar--and how far in advance should someone be thinking about them. Regular meetings. Optional meetings that really aren’t that optional. Monthly association lunches worth attending. Reports and summaries the person down the hall or a compliance department in Washington is expecting every quarter.  

DECISIONS IN PROGRESS

When someone leaves a position, rarely are they leaving with a completely cleared out INBOX. Things are in progress; DECISIONS are in progress.  

One of the best ways an onboarder can "orient" herself to a new role is to understand the situations and decisions she is stepping into. Completed pre-departure by the job incumbent, this tool's lists and short descriptions preview pending decisions along with other decisions further down the road.  

DEPARTING LEADER

An organizational leader in the process of planning a retirement, or later as she’s packing up the office, has considered a variety of financial, legal, and continuity issues. Easily overlooked is the "know-how, know-why, hard core experience" piece that could set her successor up for taking on the role.  

DEPARTING LEADER’s focus is capturing specific slices of accumulated “knowledge and wisdom.” The tool pulls up insights on the industry, the products, the customers and actually running the show. It prompts notes on her “sense” of how coming changes could impact everything.  

Use this tool early in the succession process as a warm-up to transition discussions to come. Or as a guide for productive conversations with a successor.  

FIRST CONVERSATIONS

It can take someone new to an organization weeks or months to accidentally happen upon the "right people." And the right people might not be the obvious ones!  

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

INBOUND-OUTBOUND

Even internal transitions can create sending-receiving chaos. Information and requests that normally come TO a contributor (INBOUND) have nowhere to go—they miss their target. Information that used to head out from that contributor (OUTBOUND) isn't. Someone could be waiting for something that isn’t coming! Oops.  

The INBOUND-OUTBOUND tool identifies those potential disconnects in advance. Handy!  

LEAVE OF ABSENCE

Our LOA tool makes it easier for anyone preparing to go on leave—to pack a few notes for everyone else. It collects and prepares need-to-have, work-in-progress, where-it’s-filed, who-to-call notes for team members covering for the contributor taking medical, family, vacation, jury duty and other times away.  

MORE SUCCESSOR NOTES

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? How does he build his team's confidence in him?  

PROGRAM DEBRIEF-TEAM

Ideal for facilitated or self-led team discussions at program milestones and completions. Captures best big ideas or small details not recoverable later. How are program measures measuring up? What plan changes and adjustments were made, and why? What best practices emerged and merit passing forward to later program stages or to the next team?  

STAKEHOLDERS

It can take months for a successor-leader in a non-profit or academic environment to discover and interpret stakeholder relationships, relevant history, and work-in-progress with those groups.  

Our STAKEHOLDERS tool structures a departing leader's comments—high value insights to those relationships. With that guidance as groundwork, a leader-successor will be more confident choosing their own course and priorities.  

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. How do the ways an organization thinks about time affect a specific role, your customers, or the quality of your work?  

WORK IN PROGRESS

Where do things stand? What projects, assignments, promises and expectations just can’t be completed or met before the contributor leaves? What gaps and cracks can be anticipated—and avoided? What must be addressed in the first 30-60 days post departure?  

COMING JUNE 2020: NON-PROFIT BOARD MEMBER

COMING JUNE 2020: NON-PROFIT BOARD MEMBER

COMING JUNE 2020: NON-PROFIT OFFICE MANAGER

COMING JUNE 2020: NON-PROFIT OFFICE MANAGER

ACADEMIC ORGANIZATIONS

With leadership transitions—boards, committees, administration, faculty and students spend valuable time assessing needs, identifying candidates, interviewing, hiring, and onboarding.

Make the effort count for more by incorporating the departing leader’s experience, network contacts, and suggestions for moving forward. With insights in hand, the incoming leader better understands the status of key relationships and is alerted to the key issues.


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

ACADEMIC LEADER helps focus the hiring, selection and onboarding processes for a new/next leader. A departing leader enters comments and annotations on where things stand, what first decisions are likely to be, along with guidance for initial steps.  

DECISION MAKING

Hard ones. Easier ones. Decisions made with team or colleague input. Decisions made solo. Spontaneous ones. Long-thought-out ones. There are all manners and ways to make decisions, along with better ways to make them.  

MAKING DECISIONS captures experience and guidance from organizational experts covering the types of decisions made in their role or group, as well as best practices in making them. Once completed, the MD tool becomes a coaching guide for application in pre-hire discussions, onboarding, training sessions or one-on-one coaching.  

DECISIONS IN PROGRESS

When someone leaves a position, rarely are they leaving with a completely cleared out INBOX. Things are in progress; DECISIONS are in progress.  

One of the best ways an onboarder can "orient" herself to a new role is to understand the situations and decisions she is stepping into. Completed pre-departure by the job incumbent, this tool's lists and short descriptions preview pending decisions along with other decisions further down the road.  

FIRST CONVERSATIONS

It can take someone new to an organization weeks or months to accidentally happen upon the "right people." And the right people might not be the obvious ones!  

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

STAKEHOLDERS

It can take months for a successor-leader in a non-profit or academic environment to discover and interpret stakeholder relationships, relevant history, and work-in-progress with those groups.  

Our STAKEHOLDERS tool structures a departing leader's comments—high value insights to those relationships. With that guidance as groundwork, a leader-successor will be more confident choosing their own course and priorities.  

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. How do the ways an organization thinks about time affect a specific role, your customers, or the quality of your work?  

In a specific contributor’s work, where does timing count? Good for the new person to know. Good for everyone to think about from time to time.  

START UP

Any organization’s start-up phase runs along a steep learning curve! On practically an hourly basis, process and procedures are invented, tested, improved and/or abandoned. Everyone's wearing multiple hats and working three job titles. Trial and error rules the day. (What fun and what stress!)

Regular use of the start-up tools seeds knowledge sharing habits, tracks lessons learned and builds a learning culture—right from the start.


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START UP CAPTURE

At a time when questions—and answers—are changing daily, it's wise to capture the bigger and smaller things! In a friendly, un-burdensome way, START UP CAPTURE builds skills in knowledge sharing and after-action debriefing. For early-career employees, the tools help develop self-direction. All skills that support growth in earliest stage organizations and necessary in creating a learning culture.  

EARLY CUSTOMER

A structured, case-study like tool that enables sales leadership to share best, tested practices and insights relative to a key, early client account.  

Incorporate the tool or sections of it in coaching sessions and sales training. Collaboratively complete the tool for team skill building. Use multiple copies of the tool to cover multiple customers/clients.  

GAME PLAN FORWARD

Embedded within a larger performance management cycle, GP FORWARD focuses on the work and the learning looking forward. Pair this tool with performance appraisals and/or the GAME PLAN REVIEW tool. GP FORWARD is self-administered, then brought to coaching discussions.  

GAME PLAN REVIEW

When managers check in with their individual team members for periodic performance or other reviews, make sure the topic of “learning” comes up. What’s been learned? How has what’s been learned been applied and where has it made a difference?  

Employees work with GP REVIEW in advance of review meetings as part of their meeting prep. Then, during the meeting, managers focus and follow up on the tool's most discussion-worthy comments.  

ONBOARDING CHECKLIST

A checklist developed by the team for departmental and role specific onboarding. Information an onboarder uses after signing up for benefits and after the tour of the office. The tool format makes it easy for several people to contribute ideas and tasks to the checklist prior to the onboarder's arrival.  

SIX WEEKS IN

The structured, defined, more routine pieces of onboarding have happened—they’re done. Now, that new employee is climbing out of the deep end of the pool, stepping up, meeting with customers and working on early assignments.  

SIX WEEKS IN is a check in, used by the onboarder and his manager in initial coaching discussions part-way through the probation period. In discussions that pave the way for future talent management activities.  

SOLO DEBRIEF

The experience of participating on a program or project team brings multiple professional lessons (sometimes along with a few personal ones) for the individual contributor. 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 performance review or work with a coach.  

DK THREE PACKS

DK3 PACKS are sets of three-four questions on specific topics, designed for short capture tasks and good discussions. Questions in the packs are drawn from our other tools.

Three packs are best used:

- in one-on-one or team coaching conversations,
- as meeting icebreakers,
- in training pre-work or activities,
- stay interviews,
- project debriefs, or
- pulse surveys

— all opportunities for anytime knowledge capture and sharing

Check back regularly for additions to the PACK list. One-two new packs are added each month.

INVISIBILITY

Where do our biases on hearing and seeing things (to believe them) come to play in learning about other people’s work? Use the questions in the INVISIBILTY PACK to kick start a bit of reflection about the work and the thinking we can’t see, and that might actually be key ingredients of workplace brilliance.  

RISK

Not quite invisible, but often difficult to assess and not top of mind. The RISK PACK prompts lists and conversations about where risk lies in our work. A specific focus of this pack’s questions is knowledge at risk as people change desks, roles and leave organizations.  

DECISIONS

Every role calls for different decisions, and to some extent, the type of decision will drive the decision method. <<>>. Yikes! The DECISIONS PACK introduces a dialogue. For a specific organization and a specific role, how could the types and methods best work together?  

GUIDELINES

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 contributors 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 the information you’re receiving. 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.


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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 JULY 2020: DULY KNOWTED GUIDELINES FOR COACHES

The Duly Knowted tools are ideal for a coaching or mentoring process, especially when face-to- face or real time coaching sessions are not feasible.  

The coachee-mentee could be leaving the organization or staying on. The tools help the coach structure their conversations; the coachee has a mechanism for responding and discovering key topics.  

When time is short, the questions and discussion topics are ready to go!  

In some cases, the departing contributor will BE the coach or mentor to those taking on his work. The tools enable the departing expert to pass along insights and experiences with some structure and a conversational tone—suggesting topics and questions he might not otherwise think of.  

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WHO’S MOVING CAPTURE WORKSHEET

People move up or move over all the time. They change desks. Change assignments. Finish projects and programs. Get promotions. Relocate. Transfer. Take leaves of absence.  

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 are mobile and so is the knowledge they hold. Best to catch it! 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. 

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