Slayt 1

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Continue to Create ValueAfter Military Career
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Agenda

• Demographics
• Competencies
• Alternatives
• Orientation and Preparation

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Life expectancy at birth is increasing in all
NATO region as quality of life improves.
Life Expectancy at Birth (Males)

• Between 1990 to 2000 average LEB increased from
  70,3 to 72,5.
• Between 2000 to 2006 average LEB increased
  another 1,3 years and reached 73,8.
• In the analyzed 16 years period Turkey has the
  highest increase in LEB with 8 years.

72,5
58,1
46,3
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RomanEmpire
USA1910
USA1930
NATO2000
() Source World Health Organization (WHO)
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NATO member nations are getting older, which will
lead to possible skill shortages. (support is
needed from 60 group)
1,3
Italy
1,2
Poland
1,1
Germany
1,0
France
0,9
Netherlands
Denmark
0,8
0,7
0,6
0,5
0,4
1950
1960
1970
1980
1990
2000
2010
2020
2030
2040
2050
Dependency RatioPopulation Ratio of ((0-14)
(60)) / (15-59)
() Source World Population Prospects (2004
Update)
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In Turkey, military officers are one of the
largest professional groups in size and they
retire earlier than other professional groups.

• Military officers are one of the largest
  professional groups in Turkey.
• In Turkey official retirement age is 60. Although
  effective retirement age is younger (like EU
  region), military officer can retire much more
  earlier.
• Colonels may retire at the age of 45-48 and
  generals may retire at the age of 55 (reason
  lack of available positions)
• This early retirement possibilities limit the
  value added period of military officers.
• Every year about 2000-2500 officers retire from
  TSK and around 500 of them are high ranking
  officers.
• Currently there are 45.000-50.000 retired
  military officers in Turkey.

Retirement Age of Men, 2005 EU Region
() Source Eurostat
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Continuing to create value after retiring from
military service is another way to serve the
country.
Being a military officer is more than having a
profession. It is a devotion for the country.
With this perception, service for the country
should not be finished with the
retirement.Moreover
Military offers have hands-on leadership
experience that is widely valued in the business
world
Military officers have the best physical
conditions of their age group () and physical
training is an important factor that effects life
length
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Most of the retired military officers are also in
the same mind set not over yet.

• Of the globally retired military officers ()
• 80 prefer to work in the private sector,
• 10 prefer to start up their own business,
• and only the remaining 10 do not think of
  working.
• Retired military officers desire to work, is not
  much related with financial needs ().
• The compensation packages demanded by retired
  military officers are not as high as the
  compensation packages desired by civilian
  managers.
• Main motive of the retired officers is to prove
  (to themselves and their families) that they are
  still useful.

() DBM Career Services () EE Group
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Although society (and business) needs and
ex-military officers potential match, the active
collaboration is very limited.
PotentialRetired military officers have above
average education and high physical conditions
DemographicsLife Expectancy is increasing
AvailabilityA large amount of military officers
are retiring in an earlier age where middle level
managers do not frequently change their jobs
Society NeedsNeed for skilled labor increases as
dependency ratio increases
AvailablePositions
AvailableRetiredOfficers
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Proper orientation and preparation for
ex-military life is essential for further
collaboration.
Preparing during active service
1 - Orientation
2 - Preparation
Preparingjust prior tothe retirement
Dilemma Preparing for after-military life during
the active service may lead to loss of focus for
the officers.
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Six competencies of military personnel that are
useful for business life.

• Knowing how to work as part of a team
• Military leaders eat, sleep and fight with their
  teams. Working alone becomes almost unnatural.
  The individuals strive together to achieve a goal
  that affects others beyond themselves.
• An individual can only fit in the military if
  they can work in a team, if they put the country
  and the mission ahead of themselves.
• Organizational skills, planning and effective use
  of resources
• Military basically teaches to plan and program.
• Being an officer is basically to deploy forces
  and resources to get something done.
• Good communication skills
• Defining a goal and motivating others to follow
  it
• A highly developed sense of ethics
• Trust can be gained through demonstration.
• Honesty is the best policy in difficult and
  unpopular decisions, such as downsizing. No
  matter how difficult is the situation people want
  to know the truth, the military teaches honesty,
  integrity and doing the right thing.
• It is not just winning, it is how you win that
  matters in the business world.
• To remain calm under pressure
• The military is a particularly suitable training
  ground for the ones, who must often make
  difficult decisions in demanding circumstances.
• Hardly anything that done is without risk, and
  the military makes you more comfortable in taking
  on risk.
• Another crucial tool is the ability to make
  decisions based on incomplete information where
  military serviceperson is forced to make such
  decisions routinely.
• One thing that the military teaches is to be
  prepared for the unexpected.

() Korn/Ferry report
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Six characteristics that could be a pitfall for
business life.

• Reluctance to challenge authority
• The urgent life-and-death situations often leave
  no time for questions or debate.
• Decisions are made and orders followed
  immediately and unquestioningly.
• Especially at the lower levels of the military,
  questioning authority may not occur frequently
  enough.
• Lack of all of the skills and techniques that can
  be used to succeed in business.
• Military does not provide skills such as
  marketing, sales, finance strategic thinking and
  entrepreneurship which can be learned through
  actual hands-on experience of working with
  customers.
• Possibility of being a stereotype that devalues
  original thinking
• Solutions to problems with alternative (or
  original) approaches may lead to fatal results in
  military situations therefore problems are
  preferred to be solved with common approaches
• Responsibilities of each task group and even a
  single soldier of the team is also clearly
  defined which leads to partial responsibility and
  partial vision.
• Limited experience on different motivation styles
• In military, motivation of the soldiers could be
  done with limited tools and concepts like
  country, sacrifice, family
• In the business life motivation is an important
  factor to lead groups which differs for every
  single person
• Unlike in military life, financial tools are
  important motivation factors for business life.
• Limited network
• Military veterans do not interact with business
  environment which results to a limited network
• Well developed military network reduces the
  motivation for being a part of another network
• Seniority oriented performance evaluation
• In military seniority may overtake performance,
  where in business life performance is key to
  success.

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New management style favors ability to change
which military leaders should improve.
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Leadership is the art of accomplishing more than
the science of management say is possible. -
General Colin Powell
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USA has many examples of successful businessmen
with military background.

• MANY IN NUMBER
• In 2005 12 of SP 500 CEOs were military
  veterans (of which 8,4 were military officers)
  (491 male CEOs, of whom 59 were military
  veterans)
• Only about 3 of all U.S. adult males served as
  officers. ()

Performance of the companies led by ex-soldiers
surpass the average performance of SP 500
companies.

• STAY LONGER IN POWER
• Another factor that ex-military CEOs have in
  common is sheer longevity.
• Ex-military corporate leaders have an average job
  tenure of 7.2 years, versus 4.5 years for all
  CEOs.
• The median tenure for ex-military SP 500 leaders
  is five years, versus four years for all SP 500
  CEOs. That ex-military CEOs survive longer may
  not be just because of combat experience ()

() Korn/ Ferry Report - EIU Resource
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Transformation process must have four main steps.

• Important but not enough
• Only to prevent the first shock of identity loss
• First tools to start with
• Giving the message New challenges and
  opportunities ahead
• Emphasis on competencies gained in the military
  life

Awareness

• Important but just the beginning
• Determining the competencies possessed and
  lacking
• Evaluating the competencies to be developed
• Evaluating the possible paths with the
  competencies in hand

Assessment

• Most important step which will prevent possible
  career failures from the beginning
• Matching personal capabilities, with personal
  desires business needs
• Showing alternative career paths with examples,
  informing and simulating the alternative business
  environments
• Determining the capabilities to be improved

Alternatives

• Final step in which the provisions will be used
  for the determined target
• Gaining capabilities for the chosen career path
• Developing network for the chosen career path

Development
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Awareness For a successful ex-military career,
successful transition period is a must.

• WHAT HAPPENS IN THE TRANSITION PERIOD
• Loss of identity which can lead to disorientation
• Stressful and anxious psychological condition
• Possibility to face the grieving process Denial
  This is not happening to me, Anger Directed
  to himself and others, Depression A sense of
  helplessness, Acceptance The turning point in
  the process, Resolution Return to a normal
  state

Military Life
Ex-Military Life
Transition Period

• HOW TO HANDLE THE TRANSITION PERIOD
• Put the situation in perspective youve proven
  before you can adjust to change
• Take inventory of your skills and have
  confidence in them (and you)
• Approach to transition like a job or military
  assignment with structure and diligence
• Use family and friends as a support network
• Try to understand the differences between
  military and business life
• Business environment is not as protective as
  military
• Business favors Indirect communication where
  military life base on direct communication
• Business life may have unethical working
  conditions
• In business life people may hurt each other
  easily because of lacking responsibility and
  commitment
• Try not to continue your ex-role in military

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Assessment Before formal assessments,
Self-Assessment is a must for Self-Knowledge and
Insight

• What kinds of activities motivate you?
• What drives you?
• What have you done in your military or other
  professional life that youve enjoyed doing?
• Time passes quickly when you are doing ?

Interests

• What comes easy to you?
• What do you believe you do well?
• What do others say you do well?
• What are your motivated skills vs. your
  unmotivated skills?

Skills

• Autonomy or Direction?
• Physical Challenge or Mental Challenge?
• Working Alone or Working in Teams?
• Structure or Spontaneity?
• Deadlines or Relaxed Situations?

Values (Direction You Lean)

• Introversion (inner world) or Extroversion (outer
  world)?
• Sensing (physical reality) or Intuition
  (abstractions)?
• Thinking (logic) or Feeling (people)?
• Judging (planned, orderly, settled) or Perceiving
  (flexible, spontaneous)?

Personality (Primary Orientation)
() Military-To-Civilian Career Transition
Resources
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Alternatives There are five alternative paths
for ex-military officers who do not plan to start
up their own businesses.
The first 10 years in the military are really
helpful in corporate life. Beyond the level of
major, though, you get into the politics of the
military, and that is a completely different game
Board Member
Top Level Executive
Middle Level Executive
NGO Manager
Special Task Force
Captain(Yüzbasi)
Ranking(Time Spent in Military Service)
General
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Development Board member
Independent directors is an important requirement
for successful boards. In Turkey some of the
previous experiences shows that expectations and
responsibilities of the board members must be
clearly identified for ex-military directors.
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Development Top Level Executive / Middle Level
Executive
Although ex-military veterans have chance in this
area, the examples are scarce. If the examples
could be increased, both the companies will
prefer ex-military managers and ex-military
veterans will prefer to work as a manager with
execution responsibility.
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Development NGO Executive / Manager
NGOs main target is to insure both sustainability
and socially impact, which is done through
creating a sustainable mission-based, socially
responsible enterprise that never compromises its
value motive. Over the last decade there has
been a dramatic growth in the number of NGOs
involved in various contexts in both developed
and developing countries. The total amount of
public funds being spent through NGOs has grown
dramatically.
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Development Special Operations Logistic Support
NATOs role is changing as the cold war ends. In
the new era NATO undertake more initiative in
human aid operations like bringing stability
to Afghanistan and helping the African Union to
bring peace to the Darfur. This makes NATO a more
active structure compared to old defensive
structure. Therefore retired officers with high
physical conditions may have managerial,
administrative and logistical administrative
roles in such operations which will be carried
out in the hard and different geographies.
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All the alternatives needs Transformation
(Orientation) and Training (Preparation).
TransformationNeed
TrainingNeed
Board Member
Top Level Executive
Middle Level Executive
NGO Manager
Special Task Force
Captain(Yüzbasi)
Ranking(Time Spent in Military Service)
General
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Steps that can be followed in Awareness Phase
Approach to the military personnel that will be
retired, six months prior to retirement (with the
permission of TSK)
1 - Contact

• Group presentations/meetings to identify and
  explain the ex-military life, possible changes
  which will be faced and recommendations
• Try to decrease the impact level of identity loss
  thought

2 - Inform

• Information of the retiring group should be
  collected for analysis
• Plans and desired living standard
• Financial situation and future needs
• Trainings and experience gained through military
  service
• Abilities and professions that could fit
• Tendency to contribute to a development program

3 - Collect
Responses to the question form will be evaluated
and individual recommendation/profile reports
will be developed
4 - Evaluate
A set of documents necessary for job search /
personal development and possible alternatives
according to responses will be prepared and
distributed
5 - Explain
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Steps that can be followed in Assessment Phase
Create an opportunity for the retiring military
officers to make their self assessments with
emphasis on interests, skills, values and
personality
1 - Inform

• Conduct professional assessment for the retiring
  military officers.
• Evaluate competency levels.

2 - Assess

• Categorize competency levels
• Competencies to be developed
• Competencies possessed
• Competencies difficult to develop

3 - Evaluate

• Share the result with all the assessed retiring
  officers with assessment reports
• Personal meetings with experts for development
  recommendations

4 - Share
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Steps that can be followed in Alternatives Phase

• Share the alternative career paths (Board,
  Executive Manager, NGO, etc.)
• Inform and simulate the alternative business
  environments
• Identify the successful examples for each
  alternative

1 - Share

• Create opportunities for the retiring military
  officers to meet with successful examples
  (ex-military) in each alternative
• Create opportunities for retiring military
  officers to meet with companies (like career days
  in universities)

2 - Gather

• Guide retiring military officers to make a choice
  between alternatives, provide databases, reports
  and create a research environment
• Evaluate their decisions, define pros and cons of
  each alternative

3 - Evaluate

• Create a short list of alternatives
• Select career path / industry / position

4 - Select
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Steps that can be followed in Development Phase

• Define how to write resume, cover letter, how to
  prepare for an interview, etc.
• Identify the essence of network, encourage to use
  network

1 - Prepare

• Develop training packages for each career line
• Train retiring military officers according to
  appropriate package

2 - Train
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 I found most of the military officers smart,
powerful and ready to take any kind of mission
with optimism.   Moreover, they can take yes-no
decisions without confusion and their
communication abilities are perfect. They are
very successful in motivating others and team
development. They can go anywhere because your
worst location is much better than a distant
outpost.
Jack Welch
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• Development of countries is directly related to
• Skills level of citizens and
• Deployment of these citizens in proper positions

Lets enlarge the intersection
Dr. Yilmaz ARGÜDEN ARGE Consultingwww.ARGE.com