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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