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Leadership Search Leadership LeadershipClever: Leading Your Smartest, Most Creative People
Harvard Business School Press Search Harvard Business School Press by Rob Goffee Gareth Jones Search Rob Goffee Gareth Jones
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Rating:  More Details: Clever: Leading Your Smartest, Most Creative People Clever: Leading Your Smartest, Most Creative People @Amazon Clever: Leading Your Smartest, Most Creative People @aStore |
Customer Reviews:
Oh, the irony.
Yes, how ironic that a book entitled "Clever" should elicit reviews from others who are DESPERATELY trying to prove to the world just how CLEVER they are. I would advise anyone not to read any prejudiced and embittered reviews from self-regarding (ahem) "bigshots".
Want a more objective review? Check out Stefan Stern's review in the FT (can be very easily found online).
From my objective standpoint, I found it an average yet sometimes practical read - some very good advice and food for thought for new or middle managers, but less so for those further up the food chain who probably have learnt many of these lessons already. Yes, it's a bit sketchy in terms of depth of research - so many leadership books are these days - but it's an interesting angle that may well initiate new and fruitful internal discussions inside the heads of any stuck-in-a-corner manager who has to lead difficult, key players.
So, if that describes you, this should be a good read for you. However, I would say that the authors' previous book - "Why Should Anyone Be Led By You?" - is a much better read.
Oh Dear 
If you like reading a book that does little more than name drop then this is for you.
A book that brings nothing new to the table - that struggles to define any output or provide insight into managing clevers.
I could bang on, but to be honest I kept turning the page hoping that some inspiring observation would leap out at me, alas it was not to be.
I'm not going to rubbish the extent (I won't use the word depth) of research which was clearly significant, but it just didn't result in anything tangible that made me feel it was worth the read.
Considering the level of expertise that was drawn from I was hoping for that moment of sudden inspiration and unique insight. Its nowhere to be found.
A bit of a muddle.
A specialist book that all leaders should read 
Clever: leading your smartest, most creative people
by Rob Goffee and Gareth Jones
"How do you lead people who don't want to be managed? That is the question. People may object to who the leader is, but they do want leadership from someone they respect." So said one of the many business leaders the authors interviewed for this book.
Given the prominence of `employee engagement' in the leadership discourse at the moment, this book is very timely. Although dealing specifically with the leadership of `clever' people, defined here as 'highly talented individuals with the potential to create disproportionate amounts of value from the resources that the organisation makes available to them', the leadership style it advocates is broadly applicable to a much wider range of employees whom organisations want to engage and retain. It deserves to be widely read by leaders and by the business psychologists who advise them.
At the risk of oversimplifying the book's very thorough analysis of what makes `clevers' tick, and how leaders should respond, I believe a few basic principles emerge from the multitude of case studies the authors have included: respect for individuals; confidence and trust in them; recognition of their achievements; the need for the organisation as far as possible to adapt to their needs; protecting them from `organisational rain' (excessive bureaucracy); openness, authenticity and humility on the part of management. For those who think this is a recipe for anarchy, the authors emphasise the need for organisational structure and discipline, and the maintenance of high standards. They also warn that `clevers' have the potential for causing disproportionate disruption and may take delight in opposition for its own sake.
It could be argued that much of the book's content is old wine in new bottles, but in view of the prevalence of 'my way or the highway' management attitudes, a recapitulation in a single volume of what is needed to keep and get best value from people is a valuable contribution to the management literature. Read it, whether or not you think your people are `clevers'. You might be surprised.
Peter Burton
St Albans
October 2009
Clever(2009) is published by Harvard Business Press, Boston Massachusetts
Clever Enough..
I think this book will benefit managers of business who need to get into the 21st century. These are concepts that those who live or know 'Clevers' will understand already. The book read well and moved at a good pace. The ideas were adequate but I did struggle to finish it, and it's not very long...
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.
Populist writing style, important subject, but poorly structured
The concept of "clever" people and "clever" teams as discussed in this book is one that I certainly believe in. That they also need managing differently is something that I also believe. However, in my experience very few managers actually do this effectively. There would certainly seem to be a need for a good book on this subject. Unfortunately, whilst "Clever: Leading your smartest, most creative people" touches on many important points, it is so badly structured that the message could be lost (note that I am reviewing an advance copy, so the final version may be slightly different). The information is there, but is presented in a rambling, chaotic way. Having said that, it's not a difficult read, having a simple, populist style that makes me think of the sort of book that you pick up in an airport bookshop to read on a long flight where you won't be able to concentrate for prolonged periods.
Reading this book I certainly recognised how different parts of the book related to different teams that I have experienced. However, I suspect the chaotic presentation may mean that a reader not convinced of the basic premise of the book may not recognise how it relates to their own teams. I hope I am wrong, but I suspect not. Treat "clevers" as automatons or prima donnas and they will desert you and not come back. Give them direction but without micro-managing and they can bring difficult projects in successfully against the odds. That's the message (ok, I've simplified it even more than the book does), I just wish the book was more persuasive about it.
In terms of enjoyment factor - I did enjoy the beginning of this book and had high hopes for the rest. Unfortunately, it didn't live up to those hopes. Despite the easy style, it became a tad boring as it went on, mainly because of the chaotic structure and the inclusion of what felt like near-random interview quotes.
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