Clever: Leading Your Smartest, Most Creative People
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...more
This quivering slab of moist platitudes reminds me of the sort of patronising, vapid nonsense peddled on daytime TV, usually in the name of self-improvement. The glibness and shallowness are astounding, such that I had to stop reading every few paragraphs to scratch my head and marvel that such drivel could ever have got publishe ...more
Académico, investigador, autor, ha realizado trabajos en colaboración con varios especialistas del tema de liderazgo, cultura organizacional, cambio y manejo directivo de personas, en este último tema, sobre todo en la dirección de personas creativas y de perfiles altos.
El presente trabajo, además de otorgar bases de liderazgo y administración del talento, inspira y o ...more
Clever employees dream up intriguing new products and services, and develop revolutionary processes that catapult their organizations over their competitors. As such, they are crucial to a company’s success. However, as consultants Rob Goffee and Gareth Jones explain, leading them can be a huge challenge. Manage them too much, and they will leave and take their brilliant ideas to your competitors. Manage them too little, and they may waste precious co ...more
A very go ...more