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Developing Employees
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Identify the best exemplars. Who is really good at what you want to
do? Which experts are held in high regard by their peers and
immediate supervisors? Whom do
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tiresome to them, but new to you. If the experts are in your own
organization, management may reward any investment they make in
developing talent. Emphasize that the time commitment can be
minimal; you’ll find small time slots in which to query them.
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Add visible value as soon as possible. The experts and your new or
future bosses will want to see some evidence that all this work is
paying off. A log of what you have done and learned shows effort and
progress. But if you can actually take over some small parts of an
expert’s job that he or she is willing (or eager) to relinquish — even
better. Perhaps you can attend a conference or association meeting,
teach part of an in-house course, draft a report.
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