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Clever: Leading Your Smartest, Most Creative People

Book Description

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.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Clever: Possessing skill or talent
  4. Table of Contents
  5. ACKNOWLEDGMENTS
  6. INTRODUCTION
  7. PART ONE - LEADER AND LED
    1. 1 UNDERSTANDING CLEVER PEOPLE
      1. WILL POWER
      2. THE WRIGHT STUFF
      3. SYMBIOTIC MEN AND WOMEN
      4. THE RISE OF THE CLEVER ECONOMY
      5. ECONOMIES OF IDEAS
      6. FAST THIRST
      7. CLEVER MOVES
      8. CLEVERS MAKE THE COMPETITIVE DIFFERENCE
      9. CHARACTERISTICS OF CLEVER PEOPLE
    2. 2 WHAT CAN LEADERS DO?
      1. LEADING WITH A LIGHT TOUCH
      2. LISTEN TO THE SILENCES
      3. TUNING IN TO LEADERSHIP
      4. EXPLAIN AND PERSUADE
      5. USE EXPERTISE
      6. GIVE SPACE AND RESOURCES
      7. TELL THEM WHAT—BUT NOT HOW
      8. PROVIDE BOUNDARIES
      9. GIVE PEOPLE TIME FOR QUESTIONING
      10. GIVE RECOGNITION AND AMPLIFY ACHIEVEMENTS
      11. ENCOURAGE FAILURE, MAXIMIZE LEARNING
      12. PROTECT CLEVER PEOPLE FROM THE RAIN
      13. GIVE REAL-WORLD CHALLENGES WITH CONSTRAINTS
      14. TALK STRAIGHT
      15. CREATE A GALAXY
      16. CONDUCT AND CONNECT
  8. PART TWO - CLEVER TEAMS
    1. 3 THE ANATOMY OF CLEVER TEAMS
      1. HIGHS
      2. PAINTING BY TEAM NUMBERS
      3. SHOCKLEY AND AWE
      4. APOLLO LANDING
      5. CARING AND SHARING
      6. THE IDEOLOGY OF CLEVER TEAMS
      7. TECHIE TEAMS
      8. CREATIVE TEAMS
      9. PROFESSIONAL TEAMS
      10. PROBLEM-SOLVING TEAMS
      11. STRATEGY TEAMS
      12. TOP TEAMS
      13. UNIQUELY SIMILAR
    2. 4 BREAKING THE CODE OF CLEVER TEAMS
      1. GLUE TROUBLE
      2. THE SAME GAME
      3. PICKING YOUR OWN
      4. THE DISCIPLINE OF TEAMS
      5. DESIGN FOR SERENDIPITY
      6. THE WISDOM OF LUCK
      7. CROSS-STITCH
      8. CONNECTED TO THE GRID
      9. CUBISM
  9. PART THREE - CLEVER ORGANIZATIONS
    1. 5 CONTOURS OF THE CLEVER ORGANIZATION
      1. BEWARE: FRAGILE
      2. HANDLE WITH CARE
      3. RICH ORGANIZATIONS
      4. ATOMIC BOOSTER
      5. CLEVER INC.
      6. LEARNING TO FORGET
      7. SAME OLD
      8. CLEVER EVOLUTION
      9. CLEVER SERVICES
      10. CLEVER COLLECTIVES
      11. COLLECTIVE COMPLEXITY
      12. CHAIN REACTIONS
    2. 6 THE FUTURE OF CLEVER ORGANIZATIONS
      1. PRAGMATIC ORGANIZATIONS
      2. ONLY SYNTHESIZE
      3. THINK TO LEAD
      4. FREE TO DO
      5. PROVIDE CLEAR AND SIMPLE RULES
      6. GENERATE MEANING
      7. KEEP TALKING
      8. REALLY CARE
  10. NOTES
  11. INDEX
  12. ABOUT THE AUTHORS