With the relentless summer coming to an end, many have returned from holidays and are beginning to settle back at work. Some are continuing in the business as usual mode and others are starting to think about the next steps in their career.
Organisations too are enjoying the return of their teams, which typically comprise two types — “worker bees” and “inventors”, both of whom are needed to thrive. Worker bees do just what their name implies: they work hard for the company, take pride in what they do, and keep the foundation solid and productive.
They are happy with their remuneration, and they do not desire to grow in their careers or within the company. Organisations are happy too because they are needed to keep the day-to-day operations steady. With the right supports, they will stay for as long as the organisation will have them.
Inventors on the other hand work hard for the company ... and for personal growth and ultimately career progression. Organisations need them too, because this group is always thinking ahead, focused on creating continued growth. If supported to flourish, they have great potential to grow the organisation, but also stand a greater risk of leaving for better opportunity.
The way these two types manage their career is different, and so is what they need from the organisation.
Whereas worker bees are happy with business as usual, inventors employ career management strategies that are forward-thinking, growth-focused, high performing and relationship focused. As such, the organisation should carefully support inventors if they want to both motivate … and retain them.
In addition to their day-to-day job, inventors are also constantly thinking ahead for their own career. To stay motivated, Inventors need to work in organisations that are open to suggestion, allow for autonomy, support risk-taking, innovation and accept that sometimes things won’t go as planned.
Inventors also take on more than they have to ... because they want to. They are the first to raise their hand with new ideas, and take on stretch assignments and extra work that will impact the organisation. Doing so is both good for their own development and for the organisation. They thrive in organisations that provide this opportunity, and when given proper support will have the potential help take it to the next level.
Inventors recognise the importance of relationships at work, and as such, build strong relationships within their immediate team and also up, down and across the organisation. Doing so strengthens their position, gives them an organisation-wide view, contributes to stronger teams and ultimately allows them to better contribute to strategy.
Other employees like and want to work with them, and they thrive in organisations that provide both formal and informal relationship building, such as team building and mentoring programs.
Inventors understand that their career is in their hands and do not wait for opportunities to be given to them. Instead, they find opportunity where it’s both obvious and where it’s not. Through their desire to take on more than they have to — and strong relationships across the organisation — inventors position themselves as the best candidate for any opportunity that arises.
Inventors have the motivation, hunger for personal growth and development, and also the highest expectations. Because they are self-motivated, it can be tempting for organisations to leave them to their way. They are the perfect candidates for succession planning and at the same time have the most potential to leave the organisation if not supported. Inventors make the highest contribution and therefore are the most desirable candidates to other organisations.
To retain them, organisations must create a clear path for advancement and allow them the freedom needed to continue to invent and grow.
Organisations that nurture inventors will reap the rewards of their forward thinking, high motivation, strong relationships, and also manage to retain them longer.
The writer is a Dubai based consultant.
