"Tours of Duty" and Lifelong Alliances: A New Era for Employer-Employee Partnerships

In his 2014 book "The Alliance," LinkedIn co-founder Reid Hoffman introduced the concept of "tours of duty" - a mutually beneficial agreement between employers and employees that redefines their relationship from one based on loyalty to one based on mutual growth and development. This idea, along with other key concepts such as lifelong alliances and the "right of first conversation," has sparked a new way of thinking about the employer-employee relationship.

Fast forward to 2023, in a world still reeling from the COVID-19 pandemic, where my book "A Test for Our Time: Crisis Leadership in the Next Normal" hits the shelves. In this book, I make the case that we must transform the traditional relationship between employers and employees to thrive in the ever-changing landscape of the next normal.

The concept of "tours of duty" as described by Hoffman is based on the stark reality that employees are not bound to a company for life, but rather for specific period or "tours." Tours can vary in length depending on the employee's career goals and aspirations but ultimately serves as a defined period of collaboration between the employer and employee. This approach eliminates the false expectation of lifetime employment for employees, allowing them to focus on developing their skills and experiences without fear of being tied down to one company. In return, the employer benefits from a highly motivated and engaged employee who is focused on achieving specific goals during their tour.

Similarly, "lifelong alliances" between employers and employees encourage both parties to view their relationship as an ongoing partnership that extends beyond tours of duty or current employer. This mindset shift requires employers to invest in their employees' development by creating compelling tours, while employees are encouraged to continue building their skills and networks for the benefit of both themselves and the company.

The "right of first conversation" is another crucial concept in creating a successful alliance between employers and employees. This idea emphasizes open and honest communication between the two parties, allowing them to have productive discussions about career goals, feedback, and potential opportunities within or outside the company. This level of transparency and trust is essential in building a strong alliance that benefits both parties. Trust then manifests in discussing the next tour before an employee seeks to leave the company.

As my book implores, the next normal requires us to embrace these concepts and transform the traditional employer-employee relationship. In the wake of the pandemic, it has become clear that the future of work is rapidly changing and companies must adapt to survive. By implementing Hoffman's ideas of "tours of duty" and lifelong alliances, employers can create a more flexible and agile workforce that is better equipped to handle the challenges of the next normal.

The key takeaway from both "The Alliance" and "A Test for Our Time: Crisis Leadership in the Next Normal" is that we must transform the relationship between employers and employees. By embracing these concepts, we can create a more resilient and successful workforce in the face of unprecedented change.

Let's say goodbye to last century's strained employer-employee relationship and welcome a new era of collaboration and growth between employers and their employees. No longer just cogs in a machine, but valuable partners working towards a common goal. This is the way of the future, and it's time for us to embrace it.

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https://www.amazon.com/Test-Our-Time-Crisis-Leadership/dp/B0BYRC1T5B