- So now that you've watched the course you're probably asking, "What's next?" There's a couple of different places where we've set up additional resources information that you can use in your own daily life either as a manager or an individual employee. One of these is the website for the book, theallianceframework.com. There you can find an executive summary of the book, links to our LinkedIn group where you can discuss the ideas with other readers, as well as information about the authors and where they're gonna be speaking. We've also prepared some supplemental materials to help you with the practical challenge of implementing the Alliance at your company.
Some of these are included as exercise files with this course. You can also find additional materials at alliedtalent.com where you'll find worksheets and checklists and other things that you can use as you work to implement the Alliance with your employees. - We launched the book The Alliance and the framework very much like products are launched, which is the beginnings of something that's alive that needs to learn and grow. I would expect that companies will develop new kinds of tours of duty.
I suspect they will figure out different ways of doing kind of corporate on my programs and even ways of systematizing network intelligence. All of these things will have new concepts and new tools in them. Whether they'll be, for example, every company should have a culture deck and that culture deck is part of the mission where that mission is baked into the alliance and how the tour of duty works. Or any number of things. This is part of what's great about business, is that you have an entire network of companies and individuals who are all generating their own innovations.
- You may be an individual contributor. It's always great if you're the CEO or the manager and you can just sort of say, "Hey, everyone, "we're going to do the Alliance "and we're gonna have tours of duty." But let's say you work at a company where your manager or maybe even the company itself aren't as receptive to new ideas. What can you do? What I like to tell people to do is to focus on what is completely uncontroversial, which is, even if you don't use the term alliance or tour of duty, there's nobody in the world who can say you shouldn't know what mission you are trying to accomplish.
As an employee you can always go to your manager and say, "Hey, what am I trying to accomplish here? "What is the thing that's going to tell me "that I have succeeded? "And assuming that I succeed "how is that gonna help the company?" No matter what every manager loves having an employee who wants to know their role with great clarity and wants to know how they are gonna help the company. Because that's the kind of person who is going to be able to drive real business results. And as you do that, as you go forward, you accomplish one mission. Then you accomplish another mission. It might be time then to approach the subject and say, "Hey, you know, we've been going through this process.
"We've been setting up this missions. "I've been accomplishing them. "It's been benefiting the company. "Let's also talk about my career path within the company." So, basically, you take the ideas and rather than trying to introduce them in a heavy-handed way by saying, "Here is the book. "You have to adopt it wholeheartedly." Instead you say, "Well, what are the core ideas? "How do I introduce my company into them slowly? "And how do I build up to it overtime?" Because ultimately, every organisation and every manager is looking for the kind of employee who transforms the business.
And if you keep transforming the business, ultimately you'll be able to transform your own career. - I hope that now you realize the power of a network and of lifetime relations. That you've learned how that kind of having the conversation, having explicit tours of duty, aligning missions can help you have a magnificent result as an employee, as a manager, as a company, and how you can build strong cultures and you can have lifetime relationships that can have transformative value.
I also hope that you will take this material and you will yourself build upon it, that you will innovate on it, that you will see which things work and which things don't work. And if you come up with great innovations, post them, email us with them. This is a living body of work and this is something that is part of the skills and practice for building great companies and building great careers.
Reid and Chris share specific insights from their own experiences with companies like PayPal, Kapost, and LinkedIn, and more.
- Defining a rotational, transformational, or foundational tour of duty
- How to identify each employee's values and aspirations
- Aligning employee, manager, and company goals
- Establishing and leveraging alumni networks