We need to build a rising generation of leaders who aren’t afraid to tackle the world’s toughest challenges. We need leaders who know how to mobilize a diverse set of experts and use all the intelligence and human capability inside our organizations. Rookie smarts isn’t an age or experience level, it is a state of mind—one that’s available to those willing to unlearn and relearn. It’s also a choice. As the world of work speeds up, we can either slow down and get left behind, or we can quicken our step and keep up. Walk back to the bookstore where you bought your first trade book. Surf with the amateurs. Find your rookie mind. Wonder what’s possible. Then go off and do something wonderful. It’s in the process of learning new things and overcoming challenges that we engage our creative energies. It’s in the climbing that we feel on the top of the world.
“In her previously published books, Liz Wiseman shares her thoughts about the power of multiplication, a force that can have either positive or negative impact. For example, companies will do all they can to multiply profitable sales while also doing all they can to reduce (if not eliminate) waste. The meaning of the terms such as multiply and diminish remains the same but their significance is determined almost entirely by the given context. That is true of individuals as well as of organizations. For example, one of the keys to a successful career is diminishing ignorance by increasing knowledge. I realized long ago that one of the most serious mistakes to make at work and elsewhere is to make decisions based on what you think you know but, in fact, don’t.” Bobmorris
“In Liz Wiseman’s new book,Rookie Smarts, younger workers can actually get excited about their lack of experience and more experienced workers can let go of the pressures associated with always having an answer.” Small Business Trends
Questions can elicit information, of course, but they can do much more. Astute leaders use questions to encourage full participation and teamwork, to spur innovation and outside-the-box thinking, to empower others, to solve problems, to build relationships with others. Recent research—and the experience of a growing number of organizations—now points to
What's the secret to having an engaged and productive team? It's having a plan for developing all employees--no matter where they are on their personal learning curves. Better morale and higher performance happen through learning, argues Whitney Johnson. In over twenty years of coaching, investing, and consulting, Johnson has seen that
Ed Schein defines Humble Inquiry as “the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person.” In this seminal work, Schein contrasts Humble Inquiry with other kinds of inquiry, shows
In The One Thing You Need to Know, Buckingham gives the readers an invaluable course in outstanding achievement—a guide to capturing the essence of the three areas fundamental to professional activity. Great management, great leading, and career success—he draws on a wealth of examples to reveal the single controlling insight that
Building new knowledge of how capital markets works is everyone's job, whether you accept that or not. You are part of it, whether you know it or not. By knowingly embracing it you can know things others don'tthings finance professionals don't know yet. You needn't be a finance professor or have
As the world of work speeds up, we can either slow down and get left behind, or we can quicken our step and keep up.
We need leaders who know how to mobilize a diverse set of experts and use all the intelligence and human capability inside our organizations.
Not only are rookies capable of doing amazing job themselves they’re frequently the critical spark that ignites a team of veterans.
When people are working above their current skill level, they’re essentially walking on a tightrope.
Try shredding your crib notes, stump speeches, and the other templates that have you stuck in a rut.
Veterans act like local guides who stay close to what they know, dolling out advice rather than seeking out learning.
Because veterans are often confident that they understand the environment, they don’t seek new information.
Rookies scan the area, seek out experts, and return with ideas and resources to address the challenge they face.
Because rookies typically have nothing to weigh them down and nothing to lose, they’re open to new possibilities and act wholeheartedly.
Previously acquired knowledge can also prevent us from seeing new developments and we stop seeking outside perspectives.
There is something truly valuable and different in how rookies think and work to make up for their knowledge and skill gaps.
We’re not suggesting that experience has no place in the workplace, but that the value of inexperience may be a largely untapped resource.
Only the leaders who understand how to unleash the potentials of their rookies and junior people can reap outsized results.
When confronted with an anxiety-producing event, most people will retreat to avoid the fear and anxiety.
People who feed themselves a steady diet of negative words are destined to have a negative attitude.