Clever: Leading Your Smartest, Most Creative People


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Clever: Leading Your Smartest, Most Creative People

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There was a problem filtering reviews right now. Please try again later. The acknowledgement that some peoples' talents are tapped into differently than the majority is extremely important. Adopting a new type of work setup for these individuals only benefits you. The only issue I had with this book was the presentation style of the message within yes, it's possible I'm not smart enough to read this book easily. But, it doesn't organize the content in a structured, easy to digest way, in my opinion.

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In fact, I'd really prefer a more organized audio version, but it doesn't exist. You have to infer or read between the lines too often, or you could miss a point entirely especially if you struggle with inferring skills. For instance, I prefer to read this sort of book in clearly segmented steps for each point: Otherwise, it's like playing where's waldo to get clarity, never quite sure if you understood the intended takeaway or not. I took notes as I went along, and it helped a lot. This is my ONLY complaint about this great book.

I've heard some reviewers say they feel it's outdated material or they didn't enjoy it - However, the concept is very real and important. Especially business folks, and those who manage talent at all levels the higher the level, the more crucial it is. Glimpses of the future of work structure and innovation are found between the lines of this book Please, don't let the format or entertainment factors stop you from reading this message. One person found this helpful. I finished it, but it did not focus as much on the intricacies of clever people as much as how to make clever people play nice in teams.

Teamwork, teams, team environment- most of the book talks about these concepts. The slim book pages is set in three sections: Clever Teams; Focusing on characteristics of clever teams, their environments and how they function - pitfalls and issues when assembling Part III: The later chapters develop the first two. Furthermore, there is not much new in this book, but the authors lay out the do's and don'ts, the pro's and con's and the problems and opportunities - that raise levels of awareness for all managers and may connect a few dots that weren't connected before.

The book does however make a compelling case for the importance, the rewards and the challenges of managing Clevers. As many of us have found, managing Clevers isn't easy - they need feedback, they need independence, they need recognition, they need support - but not too much. See all 9 reviews. Most recent customer reviews. Published on May 3, Published on October 28, Published on October 10, Published on September 26, Published on August 23, Amazon Giveaway allows you to run promotional giveaways in order to create buzz, reward your audience, and attract new followers and customers.

The authors explain how to: Lively and engaging, this book provides the ideas, practices, and examples you need to create an environment where your most brilliant people can flourish. Goodreads helps you keep track of books you want to read. Want to Read saving…. Want to Read Currently Reading Read.

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The acknowledgement that some peoples' talents are tapped into differently than the majority is extremely important. Enabled Amazon Best Sellers Rank: The authors explain how to: Alexa Actionable Analytics for the Web. To get the free app, enter your mobile phone number.

Refresh and try again. Open Preview See a Problem? Thanks for telling us about the problem. Return to Book Page. Preview — Clever by Rob Goffee. A strategist anticipates global changes and correctly interprets If your company is like most, it has a handful of people who generate disproportionate quantities of value: Hardcover , pages. To see what your friends thought of this book, please sign up. To ask other readers questions about Clever , please sign up.

Lists with This Book. This book is not yet featured on Listopia. Mar 23, ehsan karimkhani rated it it was amazing.

Sep 07, Patrick Neylan rated it did not like it Shelves: Is this the worst business book ever published? I could write all night and still not find enough insults to throw at it, and every one of them justified. 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 Is this the worst business book ever published?

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 published.

The Harvard Business Press won't have much of a reputation if it keeps printing garbage like this. This is a very 21st Century book: That would be too much like hard work. It's like writing a book about life in the trenches and only talking to Lord Kitchener. Goffee and Jones write like mediocre journeyman journalists.

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There is nothing incisive in this book; just a bland travelogue of interviews with industry big shots. Every "insight" is shallow or obvious and teaches us nothing we don't already know about business or management. At one end of the spectrum is the rambling Will Wright, inventor of The Sims, who dribbles on like this: In some senses I'm carrying that flag.

Occasionally somebody will come in and say that the flag should be a different color, and we'll have an animated discussion and maybe we will choose to change the color or not. But I'm still the one holding the flag, and when somebody wants to come up and ask about the flag, I'm always the one who knows the current status and I'll be Wright, we are told, shifts in his seat but not through discomfort. I'd be uncomfortable if the authors had their noses there. The sycophancy is nauseating. Alright, go on, laugh. People started giving me funny looks on the train. When it comes to analysis, we are fobbed off with anecdotes like "the marketing director of a major British brewing company and a great example of a leader with complementary skills".

You see, he didn't know much about brewing but he could remember the sales figures off the top of his head, so people took him seriously. That really is all. I'm not joking and nor unfortunately are Goffee and Jones. This is the sort of twaddle that, far from inspiring clever people "clevers", as the authors patronisingly call them , has them sniggering behind their hands and playing Buzzword Bingo while the "leader" delivers his webcast about "optimising customer delight" or "leveraging strategic solutions to issues going forward" from his penthouse on one of the moons of Uranus where he has relocated head office for tax reasons.

So what's my qualification for flinging such abuse, however richly deserved? Well, I did learn a bit about academic research at university and I don't see any here. More importantly, I have been in business for over 20 years and I'm now a publishing director not in competition with the authors or their publisher so I know trash when I read it and this is trash.

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I offer you my guarantee: Stick with Peter Drucker, whose style the authors sought to copy while forgetting about content. Oct 07, Jorge Reyes rated it it was amazing.

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May 03, E rated it really liked it. A thoughtful guide to managing clever workers Clever employees dream up intriguing new products and services, and develop revolutionary processes that catapult their organizations over their competitors. 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 A thoughtful guide to managing clever workers Clever employees dream up intriguing new products and services, and develop revolutionary processes that catapult their organizations over their competitors.

Manage them too little, and they may waste precious corporate resources on impractical activities that do not contribute to your bottom line. In this thoughtful, illuminating book, Goffee and Jones describe how to lead them so they will be happy and so your company will benefit.