IDEAL ADMINISTRATION 2012 KEY TV

Some get moved sideways forever вЂ“ sometimes into good jobs that would be better served by others. Their powers come from loyalty to Alphas, shared history, or knowing where the bodies are buried. A few get inexplicable promotions after their last assignment flops. Survivors donвЂ™t like taking risks and donвЂ™t want to change the world, unless itвЂ™s a sure thing. Survivors make it to senior positions, but donвЂ™t quite have the horsepower of Alphas or Naturals. Look elsewhere for second chances or a shoulder to cry on. But they can also be abrupt, egotistical, or have a 'youвЂ™re either with me or youвЂ™re the janitor' attitude. That can be intoxicating to employees and others. Top Alphas can even create reality distortion fields where their truth becomes the truth. They value tutelage and access to people they respect. Their identity, self-worth and status are linked to their corporate conquests. Alphas love crushing competition and playing the corporate game. TheyвЂ™ll eventually run business units and ultimately, the company.

IDEAL ADMINISTRATION 2012 KEY TV

So what could have been a TV show (think Alice in WonderlandВ meets Rolex and backstabbing) became a very useful psychological tool to inspire theВ potpourri of personalities lurking behind every PowerPoint.ДЄlphas are the Delta Force of the Believers. What As I discussed these characters with others, certain universal 'types' kept surfacing again and again. ( For more on culture change, also check out my new podcastВ with this week's guest Stan Slap.)ДЄ few years ago, I started taking notes on all the quirky characters I met while leading corporate innovation. Unlike fluffier lists of people to hire, I've profiled the nine kinds of people in your company now who will make or break any innovation or change initiative. But who will lead that change? And who will reject it? Why does the same ra-ra event move some employees to tears, but lands like the Hindenburg with others? No need to hire an army of psychologists to electroshock your workforce for answers. Any innovation worth doing demands cultural change. These are: context, creativity, capabilities, and most importantly, culture. So I decided to codify my lessons as The 4CвЂ™s of Innovation (TM). Before founding IdeaFaktory,В I've had the privilege (and collateral hair loss) of innovating at top Fortune 100 firms, where вЂtalkвЂ™ was unavoidable. In a way, innovation is like sex: those talking about it most are probably doing it the least.

Ideal administration 2012 key