A Case for New Hires?

A Case for New Hires?

Some say the old workplace is gone. Others say new opportunities may never emerge. I say that organizations invigorate new opportunities when they hire innovative workers.

Is it time to look past stagnant employees to discover innovative IQ

It’s not about hiring younger workers. It’s not even about favoring people with vast experience or leadership qualities.  It’s about finding innovative potential, for a workplace that supports visible change-making.

Susan Solovic suggests you hire the best candidate,  not the “best job seeker,”  and I agree for several reasons. Change for longtime workers can be brutal since learning new approaches, requires massive rewiring of vast cortical connections.

A new hire’s innovative skills are likely in plastic competition with neural networks developed by senior staff, over time where ruts tend to tank a workplace into stagnant quagmires.

Brainpowered tools for change  with new hires:

1). New talent development. Drop mentoring for mindguiding practices that both teach and learn from others. With similarities no longer promoted, multiple intelligences spring into action.

2). Whole brain assets. Capitalize on both left and right brainpower, when you risk solutions that bring together offerings from both arts and sciences.

3). Alliances across departments. Pose 2-footed questions across isolated silos in ways that cross-pollinated curious teams and motivate solutions together.

4). Workplace adventures that celebrate play and humor – added daily to improve broken routine practices.

5). Ethics in action through what if … questions that build integrity and ratchet up your bottom line?

6). Interactive roundtables to replace meetings, where you listen with your brain, and stoke opposites to ignite innovative ROI.

7. Workplace wellness where venting toxins turn into tone that celebrates goodwill across differences.

8). Caring communities where challenges and heated competition trigger trust and curiosity to build prototypes across disagreements.

9). Reflective growth plans that shift focus from performance reviews about weaknesses to intelligence-fair appraisals

10). Smart skills to blend hard and soft skills into smart skills that double as brainpowered tools.  Rewire your brain to win far more – based on skills from its  fertile areas.

Before  gridlock and compromise become norm, wealth and new opportunities follow.New hires can be supported to act opposite toxins at work that spark in-fighting or flame accusations. If you hope to build goodwill across people who disagree or departments that differ, for instance,  then look for people rooted in the brain chemistry of forgiveness.

Oh, by the way, why not give current workers a chance to show evidence of the above skills before looking for innovative new workers – willing to build on strengths for a new era.

One Comment

  1. Dr Weber — I totally agree with your final comment (and love the whole post, btw). There are opportunities that organizations are missing out on by failing to provide the conditions under which their existing workers can provide the “innovation” that managers think they need to hire for outside.

    My particular focus is on book development — in particular, helping cross-functional employees “team-source” a book together. It’s remarkable how this kind of activity stimulates thinking and provides a catalyst for latent skills to emerge.

    I’d like to discuss this with you in more detail and wasn’t sure how else to contact you (I believe we’re connected via Twitter)…would you email me if interested in continuing the conversation?
    Best, Liz (PS My doctorate is in educational psychology, from UT Austin.)

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