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Clever People

Clever People. Ian Mitchell, FNZCS ITCP. The Book. Clever Leading Your Smartest, Most creative People Rob Goffee & Gareth Jones Harvard Business Press, 2009 ISBN:978-1-4221-2296-9. Clever People are.

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Clever People

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  1. Clever People Ian Mitchell, FNZCS ITCP Whitireia Polytechnic

  2. The Book • Clever • Leading Your Smartest, Most creative People • Rob Goffee & Gareth Jones • Harvard Business Press, 2009 • ISBN:978-1-4221-2296-9 Whitireia Polytechnic

  3. Clever People are . . . • Highly talented individuals with the potential to create disproportionate amounts of value from the resources that the organisation makes available to them. Whitireia Polytechnic

  4. What We Need . . . • Without clever peolpe, leaders cannot hope to succeed. • Without good leadership, clevers can never realize their full potential. • They are in it together. • Clevers need leaders; and leaders need clevers. • And both need organisations. Whitireia Polytechnic

  5. 10 times . . . • The people who can find that incredibly elegant way of solving a problem, are perhaps 10 times more valuable than those that go with the straight-forward solution. • Will Wright, Simcity, Spore. Whitireia Polytechnic

  6. Gerald Weinberg • Your best programmers are 28 times better than the worst. • The last quartile are negatively productive. Whitireia Polytechnic

  7. Will Wright, SimCity • Clever • Created enormous value for EA • Primary affiliation is with the product group • Clever attracts Clever • Organisation sets a marker by employing obviously clever people. Whitireia Polytechnic

  8. Clever need an organisation • Pooling talent • Co-ordination • Challenge • Inspired leadership • Create an organisation of choice. Whitireia Polytechnic

  9. 21st Century • 19th – Land • 20th – Labour • Management – Manufacturing • Services – Knowledge • 21st – Talent - IP – Clever! Whitireia Polytechnic

  10. Scalability • Clever is not scalable • Six is too many • A year is too long. Whitireia Polytechnic

  11. Today it’s Fast! • Time to market • Products go global • Flat hierarchies • Not a climb up the company • Stimulation – not loyalty. Whitireia Polytechnic

  12. The Leadership Challenge • Leverage . . . • Energy • Inspiration • Curiosity • Intellectual chutzpah • . . . of clever people. Whitireia Polytechnic

  13. The Attributes of Clever People • Their cleverness is central to their identity – passion! • Their skills are not easily replicated • They know their worth – tacit knowledge • They ask difficult questions – it is a sign of respect • They are organisationally savvy – they get what they want • They are not impressed by corporate hierarchy (and they don’t want to be led) • They expect instant access – they wont wait • They want to be connected to other clever people • They wont thank you! Whitireia Polytechnic

  14. The Management Nightmare • Guide • Mentor • Stroke their ego • Inspire • Challenge • Offer opportunity • Enable - empower • Remove road blocks. Whitireia Polytechnic

  15. Do . . . • Explain & persuade • Use expertise • Give people space & resources • Tell them what • Provide boundaries (simple rules) • Give people time • Give recognition • Encourage failure & maximise learning • Protect them from the rain • Give real-world challenges with constraints • Talk Straight • Create galaxy • Conduct and connect. Whitireia Polytechnic

  16. Clevers ask questions . . . • They want to ask them now! • Why arn’t you available! • I don’t know! Is an ok answer • But maybe So&So knows • No answer is very rude! Whitireia Polytechnic

  17. In the clever team world . . . • Leadership is a subtle combination of discipline, rigor and restlessness, thoughtful speed. Whitireia Polytechnic

  18. Conflicts . . . • If I need to have more than 3 or 4 clever people in one team, which is of tremendous importance and value to the organisation, then I need to be really good at conflict management. Whitireia Polytechnic

  19. Leave them alone . . . • Some clever work is completely engrossing. • Leave them alone! • If they are on task! Whitireia Polytechnic

  20. Teckie Teams . . . • Can get overly specialised • Some can get obsessed with their own interests • Low level of interest in the organisations goals • Weak interpersonal skills. Whitireia Polytechnic

  21. Creative Teams . . . • Designers are artists . . . • But artists who have to make sales. Whitireia Polytechnic

  22. Only 2 problems in organisations • How to divide things up, thereby ensuring that the right people do the most appropriate work • How to integrate the tasks of diverse individuals, functions, and teams to ensure that the organisation gets things done. Whitireia Polytechnic

  23. Synthesize! • We know the parts . . . Between us all • We need to assemble the parts together to make . . . • Something that works! Whitireia Polytechnic

  24. The Knowledge-based Business • Collaborate in 3 ways . . . • Personal relationships • Mutual purpose • Trust. Whitireia Polytechnic

  25. Leading with a Light Touch • Trust, Guidance, Support, Listening, Closeness, Being valued, Sharing values, Parenting, Helping, Nurturing, Creating the right atmosphere • Clevers need to know where the limits are! • Humility and Toughness! Whitireia Polytechnic

  26. Thank You! Whitireia Polytechnic

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