The bulk of the United States and much of the world is beginning to feel the effects of the removal of veteran workers from their businesses. Some of this is caused by early baby boomers reaching retirement age, some of it is caused by healthy boomers deciding to go early and enjoy their active lifestyles and some of it is the result of recent events causing some to re-evaluate their lives and what is important. Whatever the reason, seasoned workers with a significant majority of the working knowledge, processes and lessons learned will be leaving and creating a vacuum in their organizations. The consequences of this will be varied and numerous; however, here are established methods by which this issue can be managed and its effects reduced or eliminated. The methods for addressing this issue are not new and seldom involve high tech solutions or tools. Many involve enhanced perspectives on human communication and collaboration that are common in great organizations, but which are not present in most firms or which have been eliminated in the name of efficiency, cost reduction, etc. The basic tools discussed in this paper include: stories - an organized system of communication of critical knowledge through structured story telling sessions; vectored tours - purposeful conduction of internal tours of processes and activities for specific purposes of knowledge transfer and enhancement; knowledge chaining - examination of knowledge dependencies of individuals and groups to show which resources outside performing groups are needed to support them; respect broadcasts - aggressive recognition of contribution and value enhancements gained as a result of sharing and mentoring; continuation conduits - just as in responsibility succession, one needs a knowledge succession planning method, this may not involve a one-to-one transfer; de-structuring the culture - the major impacts of the loss of highly experienced people may require a restructuring of the individuals, duties and knowledge caretaker responsibilities in the remaining organization; and, incentives - clear, tangible, consistent incentives to encourage individuals to share what they know and proactively mentor their associates.