Clever: Leading Your Smartest, Most Creative People Hardcover – 1 Aug 2009
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A terrific new book... these are the people who make the difference between businesses just getting by and excelling. --Financial Times, September 3, 2009
Very smart people add immense value, but can be hard to handle. Here's how to get the best from them.
--Management Today, September 1, 2009
The authors' analysis of 'clevers' and their importance to the knowledge economy is spot on. --People Management, October 1, 2009
Nurture your smartest leaders. They will reward you by leading your business out of the recession. --Coaching At Work, September 1, 2009
'Clever' by Goffee and Jones is longlisted for the FT/Goldman Sachs Business Book of the Year Award 2009. --Financial Times, August 10, 2009
Leading clever people can be... frankly, scary. Goffee and Jones have come up with a guide for managers.
--Sunday Times, September 20, 20009
The book's insights from professionals are valuable and revealing... strong on positives and fascinating analysis. Very clever, in fact.
--Business Life, November 1, 2009
If managers want to make the most of their gifted employees they must allow them to get on with it! --The Independent, November 10, 2009
This fascinating book, written by two highly acclaimed academics ...[offers] insight into nurturing gifted employees. --Times Higher Education Supplement, January 28, 2010
Potent insights drawn from extensive research... Leading clever people effectively is the key to your organization's sustained success.
--CSA World, 01 November 2009
This is a provocative and practical book which redefines what it takes to lead your best and brightest people effectively.
--Business Executive, February 1 2010
About the Author
Rob Goffee is Professor of Organizational Behavior at London Business School, where he teaches in the world-renowned Senior Executive Programme.
Gareth Jones is a Fellow of the Centre for Management Development at London Business School and a visiting professor at INSEAD, the international business school in Fontainebleau, France.
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Top Customer Reviews
If you've ever been trapped as a clever person under a bureaucratic manager, or as a manager trying to lead an intractable, brittle but brilliant employee, this book is a breath of fresh air.
I love Dilbert, but I also find it quite depressing: a vision of a world in which the clever are led by the managerially astute but otherwise incompetent. It's so sadly true: a corollary of The Peter Principle, that people are promoted to the position of their incompetence. In the Dilbert world, the more the pointy-haired boss goes on courses to help him become a better manager, the more he behaves in a transparently self-serving and idiotic fashion.
Clever -- leading your smartest, most creative people --, to give the book its full title, is primarily about understanding clever people, recognising their unique importance to the company, and finding ways to maximise that rather than trying (as many managers do) to suppress it. It begins with the recognition that a small group of staff make a huge impact on the bottom line, but that those staff are often the most disruptive and uncooperative.
Essentially, the clever people the book describes are not lone-wolf mavericks.Read more ›
As with self-help manuals, you probably already have the answers within you, you just need someone to help focus your thoughts in the right place. Which is what Clever does - if not in spades, then at least enough to get you digging in the right spots. Some of its observations may seem obvious (as some of the reviews here have suggested), but I must admit that it made me stop and think a few times - and it has opened my eyes to the process of running a department with smart, creative people in it. I'd say I've learnt something from it, and it's made me join dots that I may not (or may never) have done on my own.
There is some amusement to be had as you align some of the case-studies with people you know. Equally so, you may see yourself in here, too, and recognise some of your less appealing moods and/or behaviours. If, however, you're looking for straight answers, Clever won't give them to you. It will only get you thinking. The rest is down to you. On the down side, the book is a bit repetitive, and it does make not-so-much stretch across quite a few pages.
If you're curious you could do worse. Just don't expect this book (or any other) to solve all of your management problems for you.
Maybe it's because I don't work in industry. If you want to brush-up on American concepts or even the growing trend here in the UK, then this will give you a few insights. I was worried that it would quickly become out-of-date as some of the companied mentioned are already suffering from the credit-crunch and no amount of 'Clevers' will delay/stop/change that.
Clever goes beyond Peopleware however, to cover a wider definition of its subject and takes input from a global palette. The Indian contribution was particularly significant given the high number of outsourcing deals going to India just now. For UK readers it was refreshing to find a management book that used so many familiar UK organisations in its studies. I also liked the classifications of both the clevers themselves and the organisations whjere they are found.
I thoroughly recommend this to any manager who has the task of managing "clevers" and also to those who might themselves be considered "clever" as a way of appreciating what your "boss" or manager/leader is trying to do, it might even move you to cooperate - well, maybe a bit!
As someone whose day to day work involves dealing with "clever" people, I loved this book. It's led me to think about how I work with them, and has given me a number of ideas to take things forward. The background of the book is clearly academic, the reader is shown to the historical philosophy of Marx and Weber in the Introduction, and there are pointers to other articles and recent developments throughout. This was backed by the notes pages at the end, which were not the dry references you might normally expect, but a set of conversational pointers to other texts.
The book has developed primarily from the research of conversation both with "clever" people, and those who lead them. This comes across in a highly readable and engaging style; some of the anecdotes had me laughing out loud. This style described the message, all about the ethos of a "clever organisation", one which enables the "clever" people within to soar, with the result that the entire organisation benefits.
The most fascinating aspect for me came out in the discussions of modern organisations, and the thinking behind how they are run. It illustrates the changes in style, from the ivory tower approach to innovation, to the more modern approaches which seeks to generate innovation from all levels.Read more ›
Most Recent Customer Reviews
I originally purchased this book in paper form after reading a review in an in-flight magazine. Though it told the story - or stories - well. Read morePublished on 17 Feb. 2014 by I. Harry
If you need this book to manage clever people, you shouldn't be managing them. If you don't need this book, why should you bother with it? Read morePublished on 5 April 2013 by M. W. Hatfield
This book is full of great advice, some it you may think is overly simplistic, but sometimes that's the actual answer to make it work. Read morePublished on 28 Dec. 2012 by David Calcano
Text is easy to read and in plain english. Gives some interesting insights and comments in terms of leading people, a very useful book to have in your toolkit.Published on 6 Jun. 2011 by Tracey Holmes
I found the book practical and recognises there could be a small number of people in company that contribute to a large share of the profits. Read morePublished on 20 April 2011 by Renaissance Rises
Writing a review for this book is actually something that I delayed for a long while. The book puzzled me greatly. Read morePublished on 5 Sept. 2010 by Mark Grindell
Clever is the latest offering in the current industry's focus on talent management and in this case, the authors have given us yet another buzzword to contend with, the "clevers". Read morePublished on 21 July 2010 by G MacIndoe
This is not just for people who manage what the book calls "clevers" - people who are the bright sparks of the organisation - it's for the clevers themselves. Read morePublished on 20 May 2010 by Mrs. R.
Clever employees dream up intriguing new products and services, and develop revolutionary processes that catapult their organizations over their competitors. Read morePublished on 3 May 2010 by Rolf Dobelli
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