Clever: Leading Your Smartest, Most Creative People
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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.
Even though his PhD is in a completely unrelated subject, the publisher believes his authors will treat him with more respect. What a leader demonstrates expertise in, and how, is crucial. GIVE SPACE AND RESOURCES Clever people want and need lots of resources; they are expensive to support. They need labs, libraries, equipment, specialized facilities, and all the other expensive resources they crave. Of course, you could argue that all your staff want you to win resources for themselves.
you bring to the table—your own strengths and weaknesses. Until you’ve done that, you don’t know how you can blend and mix with other people.” One of our interviewees told us about a senior analyst who was simply not a good people manager. “It kills me to have me say that, but he is a bad manager,” she told us. “His idea of solving a problem is, oh, I won’t tell the analyst who read it. I’ll do an all-nighter and fix it. So you wind up with people thinking that they’re doing great, and then
homogeneous teams initially, can outperform in the longer term, once they have learned to cohere and take advantage of their wider range of experience and ideas. For the tasks relevant to clever teams, diversity is the route to follow. The traditional approach to diversity is to look at it from the perspective of gender, religion, culture, and so on. This is worthy but not sufficient. In reality what clever teams (and all teams) thrive on is not diversity of background but diversity of
within reason they could speak their minds while focusing more exclusively on the technical aspects of their work.”2 But there were caveats to this rosy picture of free-agent nirvana. Although they were no longer imprisoned in an “iron cage of bureaucracy,” they found themselves suspended in webs of dependency that were no less constraining. Free agency and self-reliance did not mean freedom from social constraints or absence of reliance on others; it simply meant that the contractors’ social
prove that you can work in different fronts, with different contexts and with different people. If not, you’ve got to look for somewhere else to build your career because you will not get my support.” We asked Singh whether he had ever contemplated working in the lucrative investment banking industry. “My job is quite fulfilling. I would not survive in investment banking because I tend to be more strategic and less operational. I don’t believe in spending my days and nights preparing blue books