Leading Clever People

Leading Clever People Presented by: Pramod Awasthi Amit Kumar :

Leading Clever People Presented by: Pramod Awasthi Amit Kumar

Introduction:

Introduction “Clever People” Handful of staff whose ideas, knowledge and skills with the potential to produce unbalanced value from resources made available to them • Leaders have to create an environment in which they can succeed

Clever People:

Clever People One defining characteristic They don’t want to be led Create problems for leaders More mobile in the age of globalization, with more opportunities • Want a high degree of organizational protection and recognition that their ideas are important

Clever People:

Clever People • Demand the freedom to explore and fail • Expect their leaders to be intellectually on their plane but do not want a leader’s talent and skills to outshine their own • Share a number of defining characteristics

Top Executives:

Top Executives Recognize the importance of having extremely smart and creative people on staff Must also foster an environment in which clever people are inspired to achieve their fullest potential Attracting clever people is only half the clash

Understanding Clever People:

Understanding Clever People Good News Clever people produce remarkable results on their own but need the organization as much as it needs them Cannot function effectively without the resources it provides – the classical musician needs an orchestra; the research scientist needs funding and the facilities of a first class laboratory Clever people sources of great ideas but without systems and discipline deliver very little

Bad News:

Bad News All resources and systems useless without clever people to make the most of them Know very well that you must employ them to get their knowledge and skills To capture knowledge embedded in clever people’s minds and networks, a better knowledge-management system needed

Attitudes of clever people towards organizations:

Attitudes of clever people towards organizations Reflect their sense of self-worth Scornful of the language of hierarchy Acutely aware of the salaries and bonuses attached to their work, often treat promotions with indifference or even contempt Cannot be lured or retain with fancy job titles ands new responsibilities Want to stay close to the “real work”, often to the detriment of relationships with people they are managing

Seven Things You Need to Know About Clever People:

Seven Things You Need to Know About Clever People 1. They know their worth Tacit skills standardized and communicable skills Industrial Revolution Cannot transfer the knowledge without the people

2. They are organizationally ability:

2. They are organizationally ability Find the organizational context in which they interests are generously funded 1. Move on to places where resources ample 2. Quarry in and engage in elaborate politics to advance pet projects

3. They ignore organizational hierarchy:

3. They ignore organizational hierarchy Met with cold disdain if you seek to motivate them with titles or promotions They do care about status and very particular about it • Insist on being called “doctor” or professor”

4. They expect instant access:

4. They expect instant access If they do not get instant access to top management think organization do not take them seriously

5. They are well connected:

5. They are well connected Plugged into highly developed knowledge networks Who they know is as important as what they know Networks increase their value to the organization Make them more of a flight risk

6. They have a low boredom threshold:

6. They have a low boredom threshold • Will walk out the door if they are not engaged intellectually and inspired with organizational purpose

7. They won’t thank you:

7. They won’t thank you Unwilling to recognize your leadership Feel they don’t need to be led

Organizations:

Organizations Whose success depends on clever people do not place all their bets on a single horse Value diversity and not afraid of failure Smart leaders help clever people live with their failures

Leaders:

Leaders Must demonstrate that you are an expert in your own right Must exercise great care in displaying expertise so as not to demotivate their clever staff

Establishing Credibility:

Establishing Credibility Clever People Need to feel independent and special Equally important to make sure they interdependence recognize their

Managing Clever People:

Managing Clever People You need to be a kind guardian rather than traditional boss You need to create a safe environment for your clever staff Encourage them to experiment and play and even fail You may sometime begrudge the time you devote to manage them But if you learn how to protect them and give them space they need to be productive, they will flourish

Slide 20:

Thank You