Clever: Leading Your Smartest, Most Creative People

Clever: Leading Your Smartest, Most Creative People

Language: English

Pages: 208

ISBN: 1422122964

Format: PDF / Kindle (mobi) / ePub


If your company is like most, it has a handful of people who generate disproportionate quantities of value: A researcher creates products that bankroll the entire organization for decades. A manager spots consumer-spending patterns no one else sees and defines new market categories your enterprise can serve. A strategist anticipates global changes and correctly interprets their business implications.

Companies' competitiveness, even survival, increasingly hinge on such "clever people." But the truth is, clever people are as fiercely independent as they are clever-they don't want to be led. So how do you corral these players in your organization and inspire them to achieve their highest potential?

In Clever, Rob Goffee and Gareth Jones offer potent insights drawn from their extensive research. The authors explain how to:

-Identify your clever people and their motivations

-Shelter your "clevers" from political distractions that can inhibit their productivity

-Help clevers generate even more value by creating clever teams

-Manage the unique tensions that can arise when clevers work together

Leading clever people can be enormously challenging, yet doing so effectively is the key to your organization's sustained success. Lively and engaging, this book provides the ideas, practices, and examples you need to create an environment where your most brilliant people can flourish.

Big Data Bootcamp: What Managers Need to Know to Profit from the Big Data Revolution

Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results

Entrepreneurship: A Very Short Introduction (Very Short Introductions)

Contemporary Business (15th Edition)

Managing the Unexpected: Resilient Performance in an Age of Uncertainty

Managing the Risks of Organizational Accidents

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Organization. “In every organization I’ve seen, it is the people who follow their passion who do best,” says the partner of a leading global consulting firm. “Their passion encourages follower-ship among colleagues and can rally people around a cause. They excel at what they do because they’re in the bathroom in the morning thinking about what they’re going to be doing in the day, because they just love it.” This means that clever people may become obsessive about their current project. It.

Carlos, Ronaldo, Raul, and David Beckham. The sum of the glittering parts was disappointing. The knowledge of clever people is tacit. It is embedded in them. If it were possible to capture their knowledge within the organizational fabric, then all that would be required would be better knowledge management systems. It isn’t. (In fact, as alluded to by Kamlesh Pande, one of the great disappointments of knowledge management initiatives to date is their failure to capture clever knowledge.) For the.

An agenda. Indeed, the most effective leaders we talked to were highly conscious of how they appeared to those they led. Says Louise Makin: You’ve got to have that humility. You’ve got to be big enough when you need to be big enough—and small enough when you need to be small. They [clever people] want to know that somewhere out there, there’s somebody fighting on behalf of the company. So my job is to support and coach, and make sure people will go for as long as they possibly can, and that.

Look at in Clever appear to be fundamental challenges to long-established organizational norms, many have a reassuringly familiar ring to them. Even though the shift to the knowledge economy is a relatively recent phenomenon, many of the basic issues were formulated in classic sociological theory. This should come as no surprise. The changes occurring in the business world run deeper than merely the relationship between the leaders and the led. They extend to all aspects of our daily lives. Many.

High on emotional energy and passion, strategy teams are predominantly rational in their approach. Too little information, and they are unable to draw any conclusions; and too much, and they can suffer from a paralysis of analysis. This is compounded by the fourth problem: their thoroughness can make them seem ponderous and unwilling to draw quick conclusions. This problem is exacerbated by the speed with which the global economy now moves, which can render data—and their strategic.

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