Networking super boss style is one of the best ways to keep generating a return on investment from the people who've worked for you or with you. Importantly, this applies whether you're a manager of other people or an individual contributor who works with other people more as peers. Some forward-leaning executives have been embracing super boss style networking practices for some time. For example, when Netflix CEO, Reed Hastings, published his well-known culture slides in 2009, one of the mantras within was a recognition that "Netflix doesn't have to be for life, in which case we should celebrate someone leaving for a bigger job that we didn't have available to offer them." You imagine that. I mean, that's classic. That's exactly what I've been talking about, and that's part of the mentality at Netflix. You can be sure that's motivational and a talent magnet. Here's another example from a pretty talented and famous guy. In his 2014 book, The Alliance, LinkedIn CEO, Reid Hoffman, argues that the model of lifetime employment is actually poorly suited to today's more volatile, uncertain network age, and in fact is in varying degrees of disarray globally. Let's also not forget that traditional lifetime employment is at odds with the mindset of millennial employees and Gen Z for that matter, who are seeking growth and purpose through work, and they're not going to hesitate to change organizations, to change jobs to find it. If we know that millennials embrace free agency more than any generation before them, why would we adopt a system that's all about retention and only retention? As an alternative, Reid Hoffman has advocated that companies form "alliances" with employees and to think about employment in terms of shorter "tours of duty" that may or may not turn into long-term stays with the same company. Hoffman also emphasized the importance of alumni networks, which can create a ready source of customers who already know how good your company is after their own tour of duty is over. Hoffman confirms, however, there's really a huge upside potential in this area, not that many companies are doing it. I mean, there more than 100,000 alumni groups that now are populated on the LinkedIn platform, but most are not really formally affiliated with their companies. They're independent things that sometimes people do want to stay in touch. Surveys have found that most companies don't invest nearly enough in alumni networks. Long before anyone had ever heard of formal alumni networks or even LinkedIn for that matter, super bosses were already building some of the most formidable networks around. They proved that an alternative model emphasizing professional growth and lifelong connection, although not necessarily employment with an organization, or a leader, or a boss, is not only possible, but highly beneficial to both the organization and to the people that have worked there and that continued to work there. If you're a boss, if you're a leader, think about how great it would be to have dozens or even hundreds of great people waiting to take your call, as well as legions of the most unusually talented prospects knocking at your door because of this connection that you've created. If you're employee, imagine how enriching it would be to be part of a large and committed band of brothers and sisters throughout your career and to have your boss and your leaders nourishing and affirming this brotherhood and sisterhood as well. Super bosses as the versus Alice Waters, Lorne Michaels, Oprah Winfrey, Tommy Friz, and Ralph Lauren know that the secret to both a satisfying, lengthy career and a sustainable, perennially young business is not especially complicated. It's a counterintuitive, but pretty fertile combination of letting go, staying in touch, and helping out. As you think about your own company, your own jobs, your own department, your own team, don't just strive to build a successful team or a successful organization. Aim even higher than that. Work to craft a vast and powerful network of success. How do you do this? The next application exercise will give you the tools and the opportunity to apply this logic to your own job and actually to your own life as well. Why should you do this? Well, here are four reasons to get started. First, your alumni network won't create itself. If you think it's a good idea, you got to work at it. Number 2, if you stay in casual contact with former employees, former team members, former colleagues, they'll be there for you when you need them. Number 3, don't contact former employees when you get to it or when you absolutely need something from them. People see right through that. Yeah, I haven't heard from you in three years, and now you're calling and then you want something for me. That's not the way to do it. Organize your efforts by creating and maintaining what I call a former employee, former colleague, former team member, logbook. Finally, keeping in touch with former employees and team members and colleagues, it doesn't have to take a lot of time. You could use little moments here and there to drop a short email, or a text, or to make a quick phone call. All of this is possible. The next application exercise is going to help you start your own networking super boss style.
