Shifting+What+We+Are+Learning+in+the+Military+to+the+Public,+Private+Sector

Shifting What We Are Learning in the Military to the Public/Private Sector

2) Short 2-3 sentence description of your chapter

With thousands of experienced military leaders leaving the service for a variety of reasons ranging from retirement to completion of their initial tour, could their education and experiences become a competitive advantage for those firms in industry seeking to win the war for talent? In their roles in the war on terror, these military leaders have adapted to and found success in unforseen circumstances equally complex as the 2008 financial crisis and government's move to transparency via Web 2.0. What lessons could be applied by these seasoned leaders in direct leadership, strategic planning or executive development roles as they offer their experience to government and industry?

3) Short bio on each author, less than a quarter of a page

Jeff Zacharakis is an adult educator and associate professor in the Department of Educational Leadership at Kansas State University. He has over 25 years experience in organizational and leadership development. He earned his Ed.D. in adult education from Northern Illinois University where he worked at the Lindeman Center for seven years. He then joined Iowa State University Extension as a community development specialist where he worked with local government and nonprofit organizations on community, organizational and leadership development projects. He has been at K-State since 2004.

Michael Fisher: A seasoned sales and operations executive with organizations such as General Electric, Bank of America, Citibank, and the Federal Reserve. Among his many duties as an Army Reserve Lieutenant Colonel, he has been responsible for design and delivery of some of the officer education programs discussed in this text. Mike earned his bachelors at the United States Military Academy at West Point and his Masters in Business Administration from the University of Chicago Booth School of Business.

Initial thoughts on an outline for this chapter:

1. Introduction with anecdotes and statistics recruitment of former military leaders in industry and government. 2. Background information, research findings, anecdotes, quotations and statistics on the 'war for talent.' 3. Background information, research findings, anecdotes, quotations and statistics on the qualities admired in former military leaders in industry and government. 4. Proposition of other qualities to be admired based on recent military leaders' experiences in the 'war on terror' and their leader/educator roles therein (eg. a. critical thinking and decision making beyond top down direction beyond the military stereotype needed in nation building, peacekeeping, and disaster relief - at home and abroad.) 5. Synthesis of qualities admired and to be admired in military leaders (eg. flattening and decision making.) 6. Synthesis of qualities and industry/government needs (eg. a. linking critical thinking and negotiation to roles beyond operations management; b. linking flattening to government transparency initiatives; c. leaders educating, training and experiencing the qualities and implications for enhancements to the traditional HRD model into more intensive executive coaching and development.) 7. Conclusions, including potential implications and areas for deeper research.