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Zusatztext "Ideaship" flips traditional leadership on its head and shows how simple acts of compassion! trust! and generosity of spirit! as well as some seemingly zany actions! can unleash unexpected! vital bursts of creativity. Informationen zum Autor Jack Foster, Illustrated by Larry Corby Klappentext Innovative, original ideas are a company's most powerful competitive advantage. Nathan Mhyrvold, former chief technology officer at Microsoft, has said that a great employee is worth 1,000 times more than an average one simply because of his or her ideas. In Ideaship, the sequel to his bestselling book, How to Get Ideas, Jack Foster shifts from how individuals spark their new ideas to how to unleash the creative genius of an entire organization. To create an idea-prone workforce, Foster proposes a totally new concept of leadership: "ideaship." Leaders shouldn't be spending their time obsessing over profits or sales or quality or service. Instead, they should devote most of their energies to making the office a place where creative ideas flow, where the workforce truly believes in its ability to brilliantly solve any problem put before it. Above all, where it's fun to work. With energy and humor, Foster draws on over thirty-five years as creative director of major advertising agencies-organizations whose only purpose is to constantly generate ideas-to offer dozens of fun, fast, often surprising nuggets of practical advice on how to create an environment where innovation and fresh thinking thrive. He reveals why you should only hire people you like, insist employees take vacations whether they want to or not, why efficiency is sometimes inefficient, and how sometimes you can accomplish more by playing the fool instead of the capital L "Leader." Ideaship spells out proven ways to encourage creativity, simply and clearly and cogently, without a lot of charts and graphs and formulas and acronyms and statistics and fillers. It flips traditional leadership on its head and shows how simple acts of compassion, trust, and generosity of spirit, as well as some seemingly zany actions, can unleash unexpected, vital bursts of creativity.WHAT IS IDEASHIP? 2 I spent half my life in advertising. Half of that time I ran creative departments in advertising agencies, half in creative departments run by others. I was telling a client of mine one day about the difficulties of running such a department, a department that is — by definition and design — a collection of misfits and free spirits, of original thinkers, of people who resist authority and reject dogma; and whose strength is their ability to discover — on command — fresh solutions to a variety of problems. He thought about it for a while, and then he said: “Running a creative department is not a do-able job. Any attempt to direct or lead or run people who are like that will be counter-productive. They’ll rebel. Or they’ll clam up.” Perhaps he was right. But that’s because we were using the wrong words. “Direct” or “lead” or “run” don’t describe what I, and many like me, did. We didn’t direct or lead or run our departments. We ideaized them. We weren’t leaders. We were ideaists. And the art form we practiced was not leadership. It was ideaship. Henry Miller once wrote: “No man is great enough or wise enough for any of us to surrender our destiny to. The only way in which anyone can lead us is to restore to us the belief in our own guidance.”3 A leader motivates and directs and runs and guides and leads. An ideaist restores. A leader leads. An ideaist ideaizes. In short, ideaship is a step beyond leadership, for an ideaist does more than lead — he or she restores to people their belief in their own guidance. Another client of mine maintained that creative departments are so atypical that any lessons learned there about leadersh...
