Submit a one-page (one whole page of original text)Lay out your “Tours of Duty” for

Submit a one-page (one whole page of original text)
Lay out your “Tours of Duty” for the next 10-20 years
Explain why you recommend each “tour”… what you will gain from it
Then describe what you will “look like” as an executive/employee/entrepreneur at the end of your tours
Then (most important)… imagine doing this for your team of leader

Tours or Duty  article is below 
Effectively a contract between a manager and an employee, a tour of duty is an arrangement in which an employee agrees to take on a new role for only a short amount of time. This tactic recognizes that lifelong employment and loyalty are no longer realistic expectations in today’s work world. Few individuals will stay at any organization for the entirety of their career—but chances are good that they will stay for a few years, especially with a targeted set of goals to achieve. A tour of duty can serve as a personalized retention plan that gives an employee concrete, compelling reasons to finish their tour and establishes a clear time frame for discussing their future at the organization. As a manager, you can construct customized tours that are mutually beneficial for the employee and your organization, with explicit terms, clear expectations, time-limited commitments, and focused goals. When Reid Hoffman founded LinkedIn, he set the expectation for a four-year tour for each of his employees with discussions to be held after two years. If an employee produced tangible achievements for the firm during those four years, the company would help them advance their career—either inside or beyond the company. One successful tour was likely to lead to another. The two- to four-year period syncs with typical product development cycles in the software business, though other industries also operate on similar schedules. The end of the tour need not be the end of an employee’s tenure with your organization, though. Instead, it can be the beginning of another tour offering another opportunity—for example, reengineering a business process, developing and launching a new product, or spearheading an organizational innovation. As a manager, you may be assigning your employees to tours where you don’t have oversight. In cases like these, you’ll want to keep in regular contact with the individual to assess progress and growth and check in with their supervisor to get their point of view. This is especially important if you’d like them to return to your team in some capacity after their tour of duty.