Maverick Mastery®

The Vice President of an exclusive community for accelerated business networking has lent her support to a new competition to scoop a million pounds worth of coaching and is urging maverick business owners to take action now to build credibility and reputation in preparation for the upturn.

The unique competition, which was officially unveiled at an exclusive press conference at Adam Street last week, offers the chance to win a lifetime’s worth of coaching from international speaker, author and thought leadership expert Mindy Gibbins-Klein a.k.a The Book Midwife® who has just launched her third book 24 Carat BOLD: The Standard for REAL Thought Leaders (£10.99 Ecademy Press).

Judith Germain, Vice President of the BlackStar Life Members Community on popular business social network Ecademy, MD of Dynamic Transitions and an established business mentor and author, has officially endorsed the month-long campaign. Agreeing to sit on the judging panel she reveals that wilfully independent ‘maverick’ business owners are likely to benefit most from the million pound prize as it will help them enhance their natural predisposition to stand out from the crowd.

“Mavericks tend to be top performers but also have a fierce sense of independence, are easily bored and need to be given constant challenges to ensure that they are as productive as they can be. When running a business, be it a global organisation or cottage industry in size, this wilful independence needs to be harnessed effectively to ensure that they can achieve their true potential which is why long-term support is a great way of keeping focused,” says Germain.

With the worst of the recession now over, Germain believes that the pressure is now on for many business owners to get ready to ride the upturn and advises that those who can channel their maverick energy positively to build a good reputation will have a far better chance of succeeding in the long term.

“With the economy improving, business owners need to focus on how they are perceived by people in their outer network (i.e. those that know of them but do not know them well). Mindy’s competition to win a lifetime’s worth of thought-leadership will be an invaluable resource to any Maverick serious about growing their business. I’m a great fan of anything which helps people to build their credibility and reputation and for me, this competition ticks all the right boxes,” says Germain.

The competition will run for one month. There is just one stipulation; you need to have purchased a copy of 24 Carat BOLD: The Standard for REAL Thought Leaders from Amazon during the month of September, which then qualifies you to enter the competition.

Entrants need to forward their Amazon proof of purchase with a statement of up to 15 words on why they deserve a lifetime of thought leadership coaching to emma@bookmidwife.com. Entries will be reviewed by a panel of judges. Eligible entries are Amazon purchases dated August and September, closing date is Sept. 30th, with the winner being announced Oct 1st.

As the debate surrounding economic green shots of recovery on the horizon continues, organisations are being reminded by talent management expert Judith Germain to not lose sight of nurturing their most troublesome talent® in preparation for the upturn.

Despite the fact that they often do not utilise their talents effectively, Judith Germain, MD of leadership development company Dynamic Transitions is keen to remind organisations of the importance of their mavericks in helping the business to recover from the recession and why it is so important to recognise and manage the traits of their most troublesome talent®.

“The recession means that organisations need troublesome talent® more than ever to survive, and these individuals need understanding because they are different from the rest of the talent pool. Unfortunately the huge focus on redundancies and managing ’survivor syndrome’ of recent months could mean that many managers have taken their eye off these hugely valuable but high-maintenance team members,” says Germain.

According to Germain, mavericks tend to be the top performers in companies and within business but often displaying common traits such as low boredom and impatience, meaning that they often have trouble articulating what they want or what they mean.

“A more holistic approach to talent management is more likely to enable the manager to nurture and develop their troublesome talent® who are often ignored or excluded from management development programmes due to their personalities or ability to cause disruption within a structured organisation. Whilst your maverick at work is very articulate, they may have problems communicating with others in a way that their audience can understand and accept. If you ask your troublesome talent® whether you are doing a good job, and they feel that you are not, expect to receive blunt, to the point feedback on your shortcomings,” reveals Germain.

Germain is also concerned that senior management may have lost sight of their role in nurturing talent and could end up switching back to the old ways of talent management where HR carried all the responsibility for talent management initiatives.

“Historically, there has been a general lack of accountability for leadership development by senior management and many organisations had realised this was an outdated approach, just as the recession hit. Managers need to be aware that it is no longer just HR’s responsibility alone to develop talented individuals – troublesome or not – they must be nurtured by senior management. Mavericks should not be ignored and companies that do, run the risk of slipping behind global competitors who recognise their part to play in piecing the business back together as the economy improves,” says Germain.

Ends

I define Troublesome Talent® as the wilfully independent. This is the type of person who is recognised as being a maverick – hugely talented but difficult to manage. They often complete targets and objectives with ease but cause enormous problems with colleagues and peers in the process. All the while being loved by the customer. I often get involved when the business loses patience and is faced with the dilemma – ‘Do I sack or do I develop?’ Sacking can be a very expensive option, not least due to the disruption to the business.

What makes Troublesome Talent® so different from the rest of the talent pool?

I believe that talent management is the ability to nuture, develop and maintain the talent of the organisation so that they can meet the objectives of the organisation. It is a holistic approach to managing talent rather than a specific component approach that many companies undertake. For example concentrating talent management strategies on the ‘top team’ or ‘high potentials’ rather than on key talent across the organisation.

This holistic approach is more likely to enable the manager to nuture and develop their Troublesome Talent® who are often ignored or excluded from talement management programmes due to their personalities or ability to cause disruption within a structured organisation.

The common question posed by a maverick is ‘Why?’

Mavericks do not compromise their standards to fit in, and therefore cannot be managed conventionally. Despite the fact that they often do not utilise their talents effectively, mavericks tend to be the top performers in companies and within business. Common traits of low boredom and impatience means that mavericks often have trouble articulating effectively what they want or what they mean.

They are unlikely to go with the flow for an easy life which is unlike the rest of the talent pool. These individuals will not only acknowledge ‘the elephant in the room’ they will actively try to drive it out – which is the exact reverse of what is expected in most companies and will often be treated which huge amount of suspicion. Often managers feel challenged by these individuals and react to them in an aggressive way which will typically drive Troublesome Talent® to initially protest and then react by becoming destructive within the company.

How would you develop Troublesome Talent®?

When you are considering developing your Troublesome Talent® it is worth considering the three points below, which can be considered the biggest challenges that they face.

Communication with others and the need to speak the truth

Whilst your maverick at work is very articulate, they may have problems communicating to others in a way that their audience can understand and accept. If you ask your Troublesome Talent® whether you are doing a good job, and they feel that you are not; expect to receive blunt, to the point feedback on your shortcomings. They are extremely loyal to those that they trust and respect so if you are their manager and do not live up to their expectations – expect a rough ride!

For example mavericks have an overiding need to tell the truth. They feel that to do otherwise affects who they are and lessens their integrity – one of the principles that they hold dear. This is why communication can be fraught, their need to tell the truth far outweighing the need to not upset someone else. The trait not to upset someone is not usually as well developed as it is in others. This is generally because the maverick has such high self esteem, there is little that will upset him and he naturally feels that everyone else is like him. (Do not assume that your Troublesome Talent® is however unable to be hurt at work).

It’s important to develop their communication skills and that doesn’t mean sending them on a communications course! What they need is mentoring on the cause and effect of their behaviour tied in with a compelling reason for them to change. Without a compelling reason there will not be any change at all – they are not concerned with ‘fitting in’, so get to know them. What do they want? Promotion? Variety? Autonomy? – then tailor their learning on how they can achieve what they desire. Be realistic with them, don’t lie – if they catch you out, they will not forgive or forget!

High self esteem and self confidence

This can often be interpreted as arrogrance rather than the high self confidence that they feel. Troublesome Talent® often only express an opinion with quiet insistence when they know they are right. This can often mean they do not appear to listen to counter arguments or may appear to be inflexible once they have made their decision. It’s a problem of perception rather than just behaviour. This is a communication issue and should be addressed as such.

The need to complete objectives

Mavericks like to complete their objectives as they take pride in solving problems and finding solutions. They will often induldge in lateral thinking to solve the problem, seeing things often missed by others. They are`also likely to break rules that appear unimportant or break with protocol to ensure that an objective is met. Mavericks are often punished or penalised for taking this route which can lead them to becoming despondent and destructive.

Their development in this area depends on your ability to enable them to see the consequences of their actions. The effect of a single minded pursuit for a solution can sometimes not justify the journey to get there. Often Troublesome Talent® is rewarded by the organisation for this behaviour (bigger bonuses, recognition) whilst at the same time being punished for it by HR teams or their manager. This is counter productive and can be confusing to the employee.

Troublesome Talent should not be ignored and companies that do run the risk of slipping behind their global competitors who place developing talent as their number one priority. There is lack of accountability for leadership development by senior management they need to realise that it is not HR’s responsibility to develop individuals – it must be developed by senior management if it is to have any impact on developing and retaining talent for the future.

Recession-stricken employees across the country are set to see more innovative and dynamic initiatives from organisations as they battle to motivate and retain their workforce during the recession, says talent management specialist Judith Germain.

With Tesco leading the way in employee engagement with their new monthly talent competition designed to increase footfall into stores and in turn boost employee morale, Dynamic Transitions MD Judith Germain says that companies have realised that their old methods simply aren’t effective in the current climate and now need to be more innovative in how they motivate and retain their most talented employees.

Germain says “with morale falling and companies predicted to be unable to pay bonuses or increase pay there is an increased risk of employee flight amongst the top performing employees. Tesco may have got the balance right with their latest talent show initiative as this could have the double effect of both increasing customer sales and employee’s sense of partnership with the company”.

However, alongside implementing new employee engagement programmes, Germain, who specialises in dealing with Troublesome Talent®, believes that there is perhaps an even more critical need for companies to ensure that their management teams have the right skills to lead the company during this difficult time and in particular their most talented employees.

“Only 20% of most workforces contain the top talent, yet it is these unconventional thinkers that drive companies forward and can provide real competitor advantage and first mover status. Often customers and clients love their flexibility and their unique ability to sense what is needed and what enables them to get close to the customer’s need in a way that their competitors struggle to”, says Germain.

“The problem is that many managers, particularly Generation X-ers, have not had enough relevant experience to manage in these changeable times and it is this lack of ability that is having a disastrous effect on morale and productivity. In our experience poor management is more prevalent at these times, and is often the main cause of such company disharmony that even with the best employee engagement programmes, companies could find it hard to recover”, adds Germain.

Judith Germain is founder of Dynamic Transitions, a leadership company specialising in dealing with Mavericks in the workplace and Troublesome Talent®. For more information visit www.developing-leadership.com

Despite the word ‘Maverick’ being banned by a leading State University for its continued over-use during the past twelve months, the economy is actually dangerously short of real Mavericks and the emergence of Generation Y employees is set to make this situation even worse, according to leading talent management expert Judith Germain.

Following the 34th release of Lake Superior State University’s annual List of Words to Be Banished and the playful inclusion of ‘Maverick’ for its overuse by John McCain in the US Presidential Campaign, Dynamic Transitions MD Germain believes that joking aside, the time has come to redefine what being a Maverick actually means, and why it is good for business.

“McCain coined the word ‘Maverick’ in his campaign speeches but clearly missed the full scope of what being a Maverick actually means in a business context. I define Maverick as wilful independence and ‘Maverickism’ can actually be found on a continuum from the conformist right through to extreme maverick tendencies”, explains Germain.

“A maverick personality is one which is wilfully independent at all times and in all circumstances. They are keen to make their mark and do things their way and often blaze innovation and lateral thinking to the projects and problems that they are working on. They often exasperate the people around them and peers can feel that they can’t keep up or hurt if an objective comment from a maverick is delivered in their usual blunt and brutally honest way”, explains Germain.

Germain believes that having maverick tendencies as opposed to having a maverick personality, is when the CEO or business owner is wilfully independent in their business dealings only.

Germain believes that the real advantage can be gained by those who can achieve Maverick Mastery® which is about being talented and different and being able to blend knowledge and skills for business success.

“When mavericks are running their business they do things in a way that is different to the rest of their industry, they take risks that other CEOs shirk at, and push harder and seek challenges that others feel are ‘insane’. This can be good for business especially if the CEO can harness their maverick nature”, says Germain.

Germain also believes that more Generation Ys need to adopt maverick tendencies if they want to stand out from their peers in an increasingly competitive environment. “Generation Y employees are already at a disadvantage in the current recession due to a difference in their values and work ethics, meaning they are often seen as lazy and unwilling to put in the extra time and effort that Generation X managers see as a given. Finding out what it means to really be a maverick and adapting those tendencies at work will give Generation Y employees real leverage and help them to secure their place in the business”, explains Germain.

Judith Germain is founder of Dynamic Transitions, a leadership company specialising in dealing with Mavericks in the workplace and Troublesome Talent. For more information visit www.maverick-mastery.com

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The Lake Superior State University has an annual list of words to be banished and this year the word ‘maverick’ has been voted to be banished. The reason for this is ‘the constant repetition of this word for months before the US election diluted whatever meaning it previously had’ (see here).

This year has seen many people stating that they are a maverick, wearing the badge of maverick with some misplaced pride. The most recent example has been Senator McCain who has used the term in his election campaign.

If the true definition of ‘maverick’ is ours (wilful independence) then who would you class as a real maverick?

UBS will struggle to retain its top talent under its new no bonus pay structure, and may see its most valuable employees leave or poached by others companies as their trust and loyalty wavers, warn HR experts at Leadership Company Dynamic Transitions.

Experts at Dynamic Transitions predict that the new bonus structure, including the introduction of the new ‘maluses’, where bonuses can be cancelled out completely if targets are not met, is likely to spell further trouble for the struggling bank, and will not just affect the poor performing employees as intended, but also the top performers too.

“Mavericks tend to be the most talented individuals in the company and are not motivated by money. For them, it is not the withdrawal of the bonus that is the issue, but the way it appears to have been imposed. Mavericks by nature are incredibly loyal, and the concept of being rewarded in the good times and not the bad is in keeping with their work ethic, as they will do all they can to see the business survive through troubled times”, explains Judith Germain, MD of Dynamic Transitions and founder of Maverick Mastery™.

Germain believes that bank’s plans to recapture so-called ‘undeserved bonuses’ and to retain bonuses in special holding accounts for up to five years will be disastrous for the morale and motivation of their employees and will simply encourage their most talented employees to leave the organisation.

“Mavericks are wilfully independent people who typically thrive on autonomy, trust and doing what they believe is right. The new scheme will not sit well with these individuals and may well prompt them to look elsewhere, leaving UBS with the prospect of facing a talent shortage in the immediate future. And in crisis times, the last thing you need to be worrying about is losing your best talent”, adds Germain.

You can find out more about managing talented employees by downloading ‘Understanding Mavericks in the Workplace’ from www.developing-leadership.com/leadership-whitepapers.html. For further information or to find out more about Dynamic Transitions visit www.developing-leadership.com.

Business in a word, creativity in a nutshell

Successful companies have CEOs that celebrate maverickism, recognising that having employees that are able to think laterally, have integrity and are willing to point out and provide solutions to the errors of the company are to be encouraged. Mavericks or Troublesome Talent® within an organisation can bring a strong business focus wrapped up in a fission of creativity. This can equip the company with an ability to out fox the competition – especially as many companies are weighted with passionless and passive employees.

Maverick organisations think different strategically, take risks and show an unprecedented wilful independence from their competitors and others in their industry. This difference is the key to their success and customer loyalty. See here.

Maverick Mastery® is essential for organisations that can make difference count.

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Dynamic Transitions Ltd enables companies to develop mastery in their leaders and the company’s strategic ability. Businesses want to be able to have a workforce that questions, challenges and refuses to accept a status quo which is damaging or disadvantageous to the company. It is only this acceptance of difference that can enable a company to grow and outsrtip their competitors.

Companies that are prepared to invest in developing their strategic ability are more likely to achieve their strategic objectives.

Do you run a Maverick Organisation? If so your company …

• operates in a fast moving, highly competitive market
• values difference and challenge
• haves the most talented employees in your industry
• values wilful independence
• is seen as ‘cutting edge’
• is admired by others

What you do is different …

We help organisations blend their knowledge and skills to out perform their competitors and be employers of choice. We support mastery by:

• providing innovative leadership training
• executive mentoring and coaching
• strategic consulting on talent management and leadership issues

Maverick Mastery^® is essential for organisations that are constantly evolving.

For more information contact us here.

CEOs want their employees to perform at their best. Dynamic Transitions Ltd enables Troublesome Talent^® to develop mastery in how they interact with others and how they remain employed in corporate companies. Troublesome Talent^® wants to be recognised for the talent that they have and to have the autonomy to do what they believe is right or necessary. The most ideal role for Troublesome Talent^® within corporate life is one of internal consultancy where they can flit from one completed project to another. With full autonomy of course!

Do you have Troublesome Talent^®? If so they …

• are often accused of being blunt and inconsiderate
• always looking for challenges and getting bored once you’ve achieved them
• feel that you are more talented than your peers
• have more influence and autonomy than your peers
• are often described as charming and charismatic
• are trusted by others

They wish that they could be left to do what’s right …

Troublesome Talent^® are often frustrated that their ideas and solutions are not taken seriously by the organisation, who prefer to spend time discussing how they have articulated themselves. They cannot understand why this would be a preoccupation rather than the innovative solution that they have suggested. Troublesome Talent^® get bored easily and can become destructive if ignored. They often suffer from Success Syndrome.

We support Troublesome Talent^® and the companies that have them by:

• providing leadership training and mentoring to their managers so that they can learn to harness their talent
• providing maverick mentoring to Troublesome Talent^® so that they can reduce the tension that they cause others
• supporting their learning on how to improve their interaction with others and their social intelligence

Maverick Mastery^® is essential for Troublesome Talent^® to realise their potential and bring their world into yours.

For more information contact us here.