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A New York Times Bestseller

Introducing the new, realistic loyalty pact between employer and employee.

The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent.

The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies.

As a manager you want your employees to help transform the company for the future. And your employees want the company to help transform their careers for the long term. But this win-win scenario will happen only if both sides trust each other enough to commit to mutual investment and mutual benefit. Sadly, trust in the business world is hovering at an all-time low.

We can rebuild that lost trust with straight talk that recognizes the realities of the modern economy. So, paradoxically, the alliance begins with managers acknowledging that great employees might leave the company, and with employees being honest about their own career aspirations.

By putting this new alliance at the heart of your talent management strategy, you’ll not only bring back trust, you’ll be able to recruit and retain the entrepreneurial individuals you need to adapt to a fast-changing world.

These individuals, flexible, creative, and with a bias toward action, thrive when they’re on a specific “tour of duty”—when they have a mission that’s mutually beneficial to employee and company that can be completed in a realistic period of time.

Coauthored by the founder of LinkedIn, this bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today’s world of constant innovation and fast-paced change.

• Sales Rank: #12680 in Books
• Published on: 2014-07-08
• Original language: English
• Number of items: 1
• Dimensions: 8.75" h x 6.00" w x 1.00" l, .66 pounds
• Binding: Hardcover
• 224 pages

Amazon.com Review
Daniel Pink interviews Reid Hoffman / Ben Casnocha / Chris Yeh

Daniel H. Pink is the author of Drive, To Sell is Human, A Whole New Mind, and other books about business and behavior.

Every so often a company comes along that transforms the world of work. LinkedIn is one of those companies. Since its founding more than a decade ago, it has become the place where professionals build, maintain, and nurture their networks. For millions of people from all over the globe, LinkedIn is a source of opportunities, talent, even inspiration.

But its founder, Reid Hoffman, isn’t content with merely building a hugely successful company. He’s also established himself as one of the most interesting thinkers in Silicon Valley. His first book, The Start Up of You, written with longtime collaborator Ben Casnocha, encouraged individuals to think of themselves as entrepreneurs, even if they were collecting a W-2 paycheck.

Now Hoffman and Casnocha (with Chris Yeh) are back with a new book, which takes a smart, fresh, (and occasionally bracing) look at the evolving relationship between the bosses and the bossed. It’s a terrific and accessible read that provides business leaders with both insights and tools to handle a world in which talent is paramount.

Pink: One of the many things I like about The Alliance is that you take on the notion that successful companies are “families.” Explain.

Hoffman / Casnocha / Yeh: Some CEOs like to refer to their companies as families. The concept of family is a powerful one, and describes how the best companies treat their people: with compassion and respect. Yet we believe that using family language is a big mistake. The problem is that families are permanent--you can't fire your kids, no matter how many times they may forget to take out the trash. Companies are not permanent. The instant you lay off an underperforming employee, or someone leaves to pursue a better opportunity, the illusion of family is shattered. The only way to maintain the fiction is for people to lie to themselves and each other.

This underlying dishonesty is corrosive, and prevents the kind of trust that is necessary for a close, high-performance relationship. Both sides need to be honest with each other about the fact that the employment might not be permanent.

Pink: The big idea in this book is the “tour of duty.” How did you come up with that concept?

Hoffman / Casnocha / Yeh: We realized the employment relationship was broken. The family model was no longer affordable, but the opposite approach of treating every employee like a free agent doesn’t build the high trust, collaborative relationships necessary for innovation.

Many Silicon Valley companies began using the Alliance and tour of duty frameworks as a way to manage the employer-employee relationship for the modern era. One of us (Reid) deployed it successfully when founding LinkedIn. In order to attract great people, he avoided vague talk about loyalty and instead made an explicit deal with employees: if they signed up for a tour of duty of between two to four years and made an important contribution to the business, Reid and the company would help advance their careers, preferably in the form of another tour of duty at LinkedIn, or at a different company if that's what was best for them.

This approach provided a crisp focus and a mutually agreeable time frame for discussing the employment relationship. It improved retention of great employees at LinkedIn. The paradox of the tour of duty idea is that acknowledging the fact that an employee can and might leave your company in the future improves your ability to construct a tour of duty that convinces him or her to stay.

Pink: How does a sense of purpose factor in to your analysis of talent and its place in modern organization?

Hoffman / Casnocha / Yeh: A sense of purpose matters hugely for employee engagement and effectiveness, but you don't get that through a single, company-wide mission statement. Most corporate mission statements are little loved and have little impact on the day to day task of recruiting and retaining great people.

Click here to read the full interview

Review
“Recommended Reading: 10 Books on Creative Leadership” – Forbes

Business Insider’s list of business books every professional should read before turning 30

"The Alliance shaped career conversations in a way that was way more visible and healthy than I'd ever seen done." — Pat Wadors, Head of HR for LinkedIn; as seen in Business Insider

“… an insightful look at the new employer-employee relationship (especially for those of us on-boarding Gen Y and soon Millennials). — Ken Tencer, CEO of Spyder Works Inc., Globe and Mail

“This book will force you to see the future, it will show you new models of work, and it has the eminence and perspective to make your entire team think… an important new book which is well worth a read.” — Forbes

“an essential handbook for dealing with the challenges of managing an ever more connected, ever more mobile workforce.” — Barnes & Noble

“In a provocative new book, the father of social networks reveals a startling new way to reframe the relationship between employers and employees.” — Fortune magazine

“Readers will discover in this engaging book that the relationship between employee and employer doesn't have to be branded as ‘It's complicated.’" — TD magazine (Association for Talent Development)

“For those of you who haven’t read The Alliance, Reid, Casnocha and Yeh make a compelling case for a third model that treats employees as ‘allies.’” — Human Resource Executive

ADVANCE PRAISE for The Alliance:

Jeffrey R. Immelt, Chairman and CEO, General Electric—
“GE is competing in its third century. The key to sustained performance is developing competitive leaders in every era. The Alliance captures the essence of modern talent development: trust and mutual value creation helps both employer and employee compete in the marketplace. The authors lay out a framework that helps big companies as well as start-ups develop their people more effectively, while creating a competitive team.”

Kenneth I. Chenault, Chairman and CEO, American Express—
“Engaged employees are the key to success in any business. The Alliance is a terrific book that offers real-world insights on how to build loyalty, inspire creativity, and manage winning teams for the long term.”

About the Author
Reid Hoffman is cofounder and Executive Chairman of LinkedIn, the world’s largest professional network, and partner at the Silicon Valley venture capital firm Greylock.

Ben Casnocha is an award-winning entrepreneur and bestselling coauthor, with Reid, of The Start-up of You. He is a frequent speaker on talent management.

Chris Yeh is an entrepreneur, writer, and mentor. He helps interesting people do interesting things as VP of Marketing at PBworks and general partner at Wasabi Ventures.

Most helpful customer reviews

21 of 23 people found the following review helpful.
Great ideas, not the greatest read
By Sunil
I read a blog post by Reid Hoffman with the introduction of the ideas in this book, and thought the post offered a really insightful way to think about career management in the coming years. So when it alluded to more detail in this book, I was looking forward to hearing more detail about it.

The ideas are expounded upon a bit more in this book, but I think they stayed too high level to be that much more valuable than the blog. The other issue I had was that I thought the writing plugged LinkedIn too much. 'LinkedIn' seems to appear on almost every other page, and this got really annoying about a third of the way through the book.

Though it is not very long, you may have a better experience not reading every word and just skimming through each chapter. Overall, more disappointed than not.

15 of 18 people found the following review helpful.
You can't retain the best people forever
By Stephen Dodson
Great book. Reid and crew (Casnocha and Yeh) have written an excellent "how to" on managing large organizations. People are no longer lifers at companies, like in the days of Bell Labs, and instead of pretending that's the ideal way for big companies to retain talent, the authors write about the realities of managing great people. A corporation is by definition a temporary alliance of numerous people (investors, employees, consultants), and it's refreshing to read a book that is based on that definition. One of the book's key mantras is that companies are teams, not families.

1 of 1 people found the following review helpful.
Employment - an alliance, not a family
By fitzalling
An easy, but useful, read. In my experience, most business books have about 30 pages of information that the author repeats 5 or 6 times to get to book length. This book isn't like that. It is actually useful.

The authors attack the tired concept that a business is like a "family" by, in my opinion, more accurately analogizing the relationship to that of an alliance. The employer and employee are allies initially, and perhaps the alliance will continue for a long time, but the alliance will change with time. Indeed, the authors argue that the alliance may continue after the employer-employee relationship has ended. They present examples (e.g., alumni groups) of how this might work. I was also impressed with the authors' emphasis on the ethical dimensions of an alliance. Lifetime employment may be rare, but long-term relationships may still be formed.

Social media's integration into the alliance will undoubtedly occur. The authors suggest some ways to do so. This process will probably require more management attention than anticipated.

I am in higher education and the prescriptions of the authors will not apply there as completely as it might to high tech and other businesses. However, for me, the book inspired consideration of how some of its ideas might be applied in my world. I recommend it.

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