html5-img
1 / 9

The WIZOCRACY Leadership Brand and/or a Process for Attracting, Motivating, & Retaining Knowledge Workers Pete Soren

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

oshin
Télécharger la présentation

The WIZOCRACY Leadership Brand and/or a Process for Attracting, Motivating, & Retaining Knowledge Workers Pete Soren

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. 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

  2. THE SITUATION More Work than Workers More Conflict than Collaboration More Turnover than Stability More Problems, Issues, & Concerns than Solutions & Resolutions

  3. THINKING ABOUT THINKING My World View Action & Consequences Reflection My Thinking Processes My Noise

  4. 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]

  5. Leadership = Attributes X Results Ulrich, Zenger, Smallwood, Results-Based Leadership, HBS Press, 1999

  6. ASSESSMENT SELECTION & DEVELOPMENT SYSTEMS ASSESS SELECT HIRE ORIENT Set Climate ------ Lead ------ Coach ------ Mentor ------ Develop Set Climate ------ Lead ------ Coach ------ Mentor ------ Develop ASSESS

  7. SUCCESS MODEL Trust, Faith, & Fairness Core Competencies & Capabilities Discretionary Effort & Initiative Sustainable Competitive Advantage

  8. 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.

  9. 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?

More Related