In an economy driven by ideas and intellectual know-how, top executives recognize the importance of employing smart, highly creative people. But if clever people have one defining characteristic, it's that they do not want to be led. So what is a leader to do?
From the March 2007 issue of Harvard Business Review.
"Very Interesting "
Rob Goffee, a professor of organizational behavior at the London Business School, and Gareth Jones, a professor at the IE Business School in Madrid, unveil a six-part agenda for executives who aim to give employees what they really need to be their most productive.
"Who and Where"
In a short article from "Forethought", Daniel Goldstein offers some advice on getting an unrecognized brand to be known. Then, there are two full-length articles that take a look at specific management challenges. In "Leading Clever People", authors Rob Goffee and Gareth Jones offer some tips on how to lead your most creative employees, especially when they're the types who don't want to be lead.
The shockwaves emanating from Wolfsburg, Germany, continue. Thousands of individuals that work for VW, their families and their community are angry, dismayed and fearful. They are incredulous that an immensely successful company, in which many have invested their entire working lives, could have engaged in such large scale, systemic deceit. And millions of customers around the world also feel cheated.