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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

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

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  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?

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