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Teach What You Know: A Practical Leader's Guide to Knowledge Transfer Using Peer Mentoring Hardcover – July 20, 2006


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Product Details

  • Hardcover: 320 pages
  • Publisher: Prentice Hall; 1 edition (July 20, 2006)
  • Language: English
  • ISBN-10: 0321419510
  • ISBN-13: 978-0321419514
  • Product Dimensions: 1 x 5.9 x 8.9 inches
  • Shipping Weight: 1.4 pounds
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (10 customer reviews)
  • Amazon Best Sellers Rank: #498,785 in Books (See Top 100 in Books)

Editorial Reviews

From the Back Cover

“Do you find yourself reading books that just ‘make sense,’ so you end up reading the entire book but not doing any of it? Don’t let that happen with this book. The ‘tools’ Steve presents in this book work great. We’ve been using them for over a year at EA Canada with dramatic improvements in onboarding time and knowledge transfer. Here's the key: when you find a tool in the book that sounds perfect for your situation, stop reading and actually use the tool at least once before you resume reading.”

–Jerry Bowerman, vice president, chief operating officer, Electronic Arts Canada

 

FROM BLAH, BLAH TO AHA!

Breakthrough Knowledge Transfer Techniques for Every Professional!

 

No matter where you work there are people with experience teaching people who need to learn. Everyone is part of this exchange yet few people know how to do it well. Now, there’s a comprehensive how-to manual for effective knowledge transfer: Teach What You Know.

 

Steve Trautman introduces simple, practical mentoring techniques he created for engineers at Microsoft, and has proven in many diverse organizations ranging from Nike to Boeing. This is real-world, get-it done advice, organized into a framework you can use no matter what you need to teach. Trautman provides common-sense tools to successfully pass along years or even decades of experiences: easy-to- use checklists, sample training plans, lists of questions, step-by-step procedures, and a start-to finish case study.

 

Teach What You Know will help you orient new employees, support transitions to new assignments and promotions, prepare for employee retirements, build teams, roll out new technologies, and even move forward after reorganizations and mergers. You’ll learn how to

 

  •   Create a plan for the entire knowledge transfer process
  •   Clarify roles for each type of peer mentor in your organization
  •   Set expectations for communication so you can mentor and still get your other work done
  •   Organize what must be learned into manageable chunks
  •   Develop a measurable training plan in less than an hour
  •   Uncover the list of information and support that your apprentices can’t live (or at least learn) without
  •   Explain the mysterious “big picture” to your apprentices
  •   Create one-hour “lesson plans” in five minutes
  •   Give a demonstration that is guaranteed to sink in
  •   Help your apprentices take responsibility for their own learning
  •   Make sure your apprentices have mastered what you’ve taught
  •   Provide feedback that your peers will appreciate hearing

 

About the Author

Steve Trautman created Peer Mentoring to help developers and testers at Microsoft deliver on-the-job training to their peers. He has since customized the program for a wide range of organizations, including Nike, Nordstrom, Intel, Hewlett-Packard, Electronic Arts, Boeing, Standard Insurance, Phelps Dodge, Southern Company, the U.S. Air Force, the Coast Guard, and the Army Corps of Engineers. A former program and group manager at Microsoft and general manager at Expedia.com, Trautman is author of the Practical Leader Series: programs that have helped thousands of leaders, managers, and employees improve communication, performance, and quality.


More About the Author

Steve Trautman is corporate America's leading knowledge transfer expert. For more than two decades, he has provided executives at blue-chip companies and the public sector with the simplest, most relevant and quick solutions for knowledge transfer. His pioneering work in the field of knowledge transfer and related risk management tools is now the nationally-recognized gold standard. Developed by Steve in the early 1990s when he worked at Microsoft, his knowledge transfer solution is now used by companies ranging from Boeing to Nike, Kraft to Zynga. And he continues to innovate.

He has written two books, "Teach What You Know: A Practical Leader's Guide to Knowledge Transfer through Peer Mentoring" and "The Executive Guide to High Impact Talent Management," speaks internationally, and provides business leaders with consulting, presentations, and executive retreats. He is known for his high-energy style that combines humor, street smarts, and board room wisdom.



Customer Reviews

4.6 out of 5 stars
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It includes many tips for supervisors, silo mentors and proteges as well.
Amazon Customer
Steve Trautman keeps it simple and illustrates methods for effective peer mentoring with spot on examples that make the book fun and easy to read.
S. T. Sanderson
I highly recommend this book to people that value quality in the workplace.
Chris B.

Most Helpful Customer Reviews

10 of 11 people found the following review helpful By Thomas Duff HALL OF FAMETOP 1000 REVIEWERVINE VOICE on September 7, 2006
Format: Hardcover
I came across a book that deals with an issue that is often discussed but rarely executed well... knowledge transfer. The book is Teach What You Know: A Practical Leader's Guide to Knowledge Transfer Using Peer Mentoring by Steve Trautman .

Table of Contents:

Roles In Peer Mentoring

Managing Time and Communication

Focusing On The Most Important Information

Developing A Training Plan

Teaching What You Know

Leveraging Learning Styles

Assessing Knowledge Transfer

Giving and Getting Peer-Appropriate Feedback

Peer Mentoring From a Distance

Peer Mentoring in Practice

Appendix A - Peer Mentoring Tools At A Glance

Appendix B - Sample Training Plans

Index

In every IT job I've ever had, there was an expectation that "knowledge transfer" would occur between you and someone else. It could be during your training period when you're trying to learn the ropes. Perhaps you've been "designated" as the person to train the new hire. Or as is often the case these days, you're supposed to learn from the consulting expert (or transfer your knowledge as the consultant to the staff). All this is easy enough to say, but the majority of the time it's approached in a very haphazard manner. Successful learning is more by accident than by design. Teach What You Know attempts to change this all-too-common situation.

Trautman lays out an 11 step approach to successful mentoring. This starts with accepting an assignment as a silo or primary mentor and proceeds through to assessing the learning and providing feedback.
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2 of 2 people found the following review helpful By talkaboutquality VINE VOICE on April 12, 2007
Format: Hardcover
This book is a very clear, easy-to-read book about how to duplicate abilities to carry out repeatable tasks. And lest you think, "my task is special or too complex," think again. For better or worse, a lot of what we do every day is repeatable and not particularly creative. It makes sense to be able to train more people to share those burdens, anything from computer system configuration to project logistics, at the lowest cost to the current experts in our organization. It's all about getting more people up to speed, so we can all concentrate on the interesting part of the work: the creative and problem-solving parts.

For mentoring that part, try searching "lucid quality" on the web.
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3 of 4 people found the following review helpful By Chris B. on January 11, 2007
Format: Hardcover Verified Purchase
I highly recommend this book to people that value quality in the workplace. I'm amazed how relevant the information is to different companies and possibly even personal/family life. I work in the high tech industry, customer support. Everything I've read so far (I'm only half way through) has been totally worthwhile and applicable to me and the team I work with. I believe the ideas presented would also be much needed at the coffee shop where my wife works. Pretty basic sensible stuff once you get down to it, but isn't it the basics where we often come up short?

I like the clear writing style. It's refreshing to read something where the intent is obviously to educate the reader, as opposed to some authors that appear to be trying to convince the reader how intelligent the author is. It's one thing to show how much a writer knows, it's an entirely different thing to help a reader learn valuable information efficiently. I think Steve is clearly and thankfully in the second group.

I think this is one of the most valuable books in my library.
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3 of 4 people found the following review helpful By Katy Whitton on November 15, 2006
Format: Hardcover
Don't be put off by the length of "Teach What You Know: A Practical Leader's Guide to Knowledge Transfer Using Peer Mentoring"'s title! This book is a must read for any one at the apprentice level, right up to CEO.

There's no earth-shattering advice here, as Trautman states himself in Chapter 10 of the book: "Every idea in this book is common sense..." and it is! Even so, reading the book will give you that "Ah Ha!" moment and lead you into the wonderful world of Peer Mentoring.

Trautman has extensive mentoring experience at companies such as Microsoft and Electronic Arts and he uses that knowledge to give "Teach what you know" all the necessary steps you require in the mentoring process - along with some very good examples of why we should mentor people.

Each chapter is well written in a friendly, conversational tone and includes various real-world examples of the points Trautman's putting across - many of which will have you thinking "I've been in that situation, if only I'd had this book back then!" I personally found the examples very useful when relating the mentoring process to my current job as they enabled my to think, "Ah, that'd be useful to do with So-and-so." Within a couple of days I was asking people exactly what they wanted to know (rather than assuming what it was they wanted), how they wanted that information delivered (email, quick chat, full meeting etc.) and how I'd know they'd got "it" once I'd delivered.

The interesting slant with the book however, is not how you will benefit others (whether that be co-workers or the company in general) by using the mentoring process but how you will benefit from the process, how it will save your time, your role, your sanity etc.
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