James F. Bolt

Reviews the book "The Future of Executive Development," by James F. Bolt.

The Future of Executive Development

James Cameron is a “mad scientist”—and the director of the two highest grossing films ever made—Titanic and Avatar.  Apple Computer founder and CEO Steve Jobs was a “mad scientist.”  So were Ludwig Beethoven, Henry Ford and Amelia Earhart.  Who could deny their gigantic contributions or their incredible gifts? The label “mad scientists,” is not a reference to some evil maladjusted type like Dr. Strangelove, Dr. No, or Frankenstein, but rather as the catch-all phrase for the gifted eccentric and unconventional wild ducks that occasionally enter organizations.  Some are nerdy, some are whiz kids without manners, and some are amazing talents just marching to their own drum.  For most organizations they bring mixed blessings.All “mad scientists” have common noble traits—brilliant, visionary, perfectionists and passionately driven.  They are also very challenging to work with, extremely bull-headed, egotistical, irreverent and sometimes borderline crazy.  Organizations cannot tolerate very many “mad scientists.”  They disturb the sanctity of stability.“Mad scientists” ask tough questions that can make mediocre performers feel inadequate.  “Mad scientists” ignore tidy rules of corporate civility in pursuit of their bold visions.  They poke around in areas outside their sandbox and beyond their pay grades.  While most “mad scientists” would get an A+ in creativity, their impatience with diplomacy nets them an F in “emotional intelligence.” Some organizations try to expel all “mad scientists.”  Unless these misfits are protected by being in the top slot—like film director, CEO, or owner--they get labeled, ignored and ostracized.  Instead of having someone run interference, “mad scientists” are too often marginalized.  Rather than accommodating their “weirdness” while acclaiming their enormous triumphs, they are asked to “play nice.”  Their performance reviews give short shrift to their vast achievements while spotlighting only their “does not play well with others” dimension.  They are told to get a coach or read a book or see a counselor.  Failing to be valued for their contribution, most exit for larger pastures, not just greener ones.  Consider the loss to the organizations they vacate. But, there is a much graver cost to the organization.Employees watch how leaders treat “mad scientists.”  And, what they observe communicates a great deal about how leaders feel about learning.  Not the kind of learning that is the acquisition of neatly well-honed practices shoe-horned into a person’s skill base for practical application.  But, the type of learning that creates insight, creativity and leads to pioneering breakthroughs.  The type of paradigm-shifting education that can frequently come from the best trainers in the best HRD functions.  The very act of learning is fundamentally about change. Effective learning means breaking old habits and abandoning tired and true methods for ones that can propel a person to new heights. Innovation has become the new battle cry across the fields of marketplace competition.  “Change or Die” has been replaced with “Innovate or Die.” Folk singer Bob Dylan sang, “He who is not busy being born is busy dying.” This shift to innovation has come through the realization that faster, better and cheaper are not sufficient for sustained growth.  Organizational winners must show prowess in unique, novel and ingenious, all tightly in sync with a solid bet that “if we build it, they will come.”  Even as overall workforces are being “leaned,” R&D staffing is on the increase.  At the core of an innovation-driven culture is the elevation of such values as curiosity, risk-taking and experimentation—all central tenants of learning.So, before you ask human resources to find a new home for your “mad scientist,” think again.  Making your quirky, smart, eccentric employee you label “a real character” available to the industry might make your work life as a leader a lot less hassled.  But, it might be putting a subtle governor on your employees’ willingness to stretch, develop, broaden...and grow.Every thriving organization needs a few “mad scientists.” They can make us better and more vigorous.  Sure, they are complex, challenging, and downright difficult.  But, they can springboard us to greatness.  Of course they can make us wring our hands and shake our head.  They can also insure our improvement, advancement and competitiveness.  Show your employees you care about learning by celebrating “mad scientists.”  They are very rare and we need them.

How to Lead a “Mad Scientist”

For the Learning Executive Blog Q&A series, we’re asking senior leaders:  What about your work keeps you up at night? or What makes you get out of the bed in the morning—and excited to start work? This month, Anne F. Marrelli explains how a new succession planning program at the FAA keeps her—and her organization—moving forward.Anne F. Marrelli, Ph.D. is the talent management lead in the employee development group in the Air Traffic Organization of the Federal Aviation Administration. Anne has more than 30 years of experience in talent management in the private, public, and nonprofit sectors. Contact her at anne.marrelli@faa.gov.Q: What makes you get out of the bed in the morning—and excited to start work? In the Air Traffic Organization within the Federal Aviation Administration (FAA), we are launching a new succession planning program. As the lead designer, it both keeps me up at night and makes me excited to come to work each day. Every day there are new challenges.  The United States federal government has not widely embraced succession planning, and there are few agencies that currently have a defined program. And regulations specific to government, such as the Merit Systems Principles and the _Prohibited Personnel Practice_s (sections 2301 and 23012 (b) of Title 5 U.S. Code), pose extra challenges in succession planning that the private and non-profit sectors do not face. For example, several of the processes common to these sectors, such as simply identifying people with high potential and providing them with special development opportunities, could be seen as providing unfair advantages in the federal sphere. For each step of our succession planning program, we have designed an approach that abides by both the letter and the spirit of the law. The program’s key objective is to provide participation opportunities to all qualified employees through a structured, objective, merit-based process. For instance, employees nominate themselves for participation in a specific talent pool and submit applications that are objectively evaluated. Each talent pool is focused on preparing employees for a specific target job.  Employees who meet the minimum requirements for application to the pool submit a comprehensive, written application and participate in a structured behavioral interview based on several of the competencies identified as critical for success in the pool target job. We ask managers for written input on the employee’s demonstration of competencies and their potential for success in the target job. Employees also have the option to indicate a second individual they would like to provide input on their performance and potential; this person may be a previous manager or mentor. If a manager’s or mentor’s report on the employee’s performance and potential is not positive, the employee still proceeds through the pool process. A manager at any level cannot block an employee’s application to the program.Each employee’s application package—including the written application, the interview results, and the manager’s input—is reviewed by a panel of six incumbents in the target job and the next level up. The review process is highly structured with a scoring system for each section of each component of the application package. For example, each work experience listed in the application is individually rated for the value it contributes to preparation for the target job. In addition, employee’s names are removed from the application packages before they are reviewed to facilitate an objective review.By focusing the succession planning program on being fair, objective, and merit-based, we are striving to develop bench strength for critical positions within the FAA while providing a wide and diverse group of employees with opportunities for development and advancement.

James F. Bolt

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