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The WIZOCRACY Leadership Brand and/or a Process for Attracting, Motivating, & Retaining Knowledge Workers Pete Sorenson, Holt Sorenson & Colleagues (GINKGO Enterprises & Counterpane Internet Security) IEEE-USA 11 th Biennial Careers Conference

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slide1

The WIZOCRACY Leadership Brand

and/or

a Process for

Attracting, Motivating, & Retaining

Knowledge Workers

Pete Sorenson, Holt Sorenson & Colleagues

(GINKGO Enterprises & Counterpane Internet Security)

IEEE-USA 11th Biennial Careers Conference

Utilizing & Retaining Technical Professionals in Today’s Marketplace

San Jose, California

2 & 3 November 2000

slide2

THE SITUATION

More Work than Workers

More Conflict than Collaboration

More Turnover than Stability

More Problems, Issues, & Concerns

than Solutions & Resolutions

slide3

THINKING ABOUT THINKING

My

World

View

Action &

Consequences

Reflection

My Thinking

Processes

My

Noise

slide4

ROLES for KNOWLEDGE workers

Seeking to Achieve

SUSTAINABLE COMPETITIVE ADVANTAGE

FIVE DISTINCT BUT INTERDEPENDENT ROLES

Role #1:

Acquiring

Knowledge

Role #2:

Applying

Knowledge

Role #3:

Creating

Knowledge

Role #4:

Sharing

Knowledge

Role #5:

Leveraging

Knowledge

Role #6:

Challenging

Knowledge

from Bristow, Nigel, “The Future of Knowledge Management: Making Knowledge Management

Everybody’s Job,” March, 2000, Targeted Learning, Provo, Utah, 2000 [801.235.9414]

slide5

Leadership = Attributes X Results

Ulrich, Zenger, Smallwood, Results-Based Leadership, HBS Press, 1999

slide6

ASSESSMENT SELECTION & DEVELOPMENT SYSTEMS

ASSESS

SELECT

HIRE

ORIENT

Set

Climate

------

Lead

------

Coach

------

Mentor

------

Develop

Set

Climate

------

Lead

------

Coach

------

Mentor

------

Develop

ASSESS

slide7

SUCCESS MODEL

Trust,

Faith, &

Fairness

Core

Competencies

& Capabilities

Discretionary

Effort &

Initiative

Sustainable

Competitive

Advantage

slide8

There are several underlying premises upon which

  • this panel is being convened
  • The technical content of work has increased dramatically in the last three decades
    • (both raw amount and proportion)
  • In order for organizations to compete in the marketplace today there will be a
    • significant portion of resources allocated to technical tasks and technical people.
  • If the organization’s products and services are technical in nature or driven by
    • technology the portion of resources allocated to technical tasks and technical people will be even greater.
  • In order to compete effectively organizations must tap into the discretionary effort
    • and initiative of members of the organization.
  • Technical people think differently than regular people.
  • If you want to tap into the discretionary effort and initiative of technical people you
    • have to know:
      • How they think,
      • What they value,
      • How they work,
      • How they like to be treated.
  • This is a complex issue. People and situations differ. Therefore how you handle
    • people and situations must differ. Hopefully, some underlying principles can be identified to guide leader action.
slide9

Here are some questions to consider

  • What are some characteristics of:
    • Organizational environments you enjoy working in?
    • Leaders you enjoy working for?
    • Senior leaders you enjoy working under?
    • Colleagues you enjoy working with?
    • Work you like to do?
  • How can you be motivated to offer Discretionary Effort & Initiative?
    • How do you like to be treated?
    • What motivates you to work at maximum output over a short period of time?
    • What motivates you to work at maximum output over a long period of time?
    • What de-motivates you?
  • What attracts you to an organization?
  • What keeps you at an organization?
  • What trends do you see around:
    • How leaders behave?
    • How organizations work?
    • How people respond?
    • How people decide whether or not to contribute?
    • How people decide to stay or leave?