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KINESIS K3
Collects both solar and wind power and can also charge cell phones. $100; www.kinesisindustries.com

CHARGEPOD V2
Plugs into the wall and can also charge a laptop and three smaller devices at the same time. $200; www.callpod.com

ECOSOL POWERSTICK
Receives its power from any USB port and is the size of a stick of gum. $60; www.powerstick.com g 0; www.powerstick.com

INNERGIE MCUBE90
Two power adapters in a single package simultaneously power electronic devices with one single unit that¹s the size of a deck of cards. The detachable bottom half is for charging while on the go. $100 www.myinnergie.com

BELKIN MICRO AUTO CHARGER
Compact size, 1-amp port for faster charging. $15; www.belkin.com

SOLIO HYBRID 1000
Solar, holds a charge for up to a year. $80; www.solio.com

THE CLOSING BELL

BY JACK GUINAN

BRIGHT LIGHTS

Find the trailblazers already working in your business.

In business, innovation is one of the keys to long-term success and profitability. If your company needs a boost in this department, there may be no need to go out and hire a new team; in fact, you may be ignoring the creative, cutting-edge thinkers that are already there. Cyndi Laurin, co-author of The Rudolph Factor, calls these under-the-radar innovators "Rudolphs"-as in the red-nosed reindeer. "They're sort of like everybody else, but there's something just a little bit different about them," Laurin says. "They're creative, out-of-the-box thinkers who don't fit in with the corporate culture. The talent is already there, it's just not being leveraged." So how do you figure out who they are?

KEEP YOUR EYE ON THE ONES WHO DON'T FIT IN.
Since Rudolphs think unconventionally and don't always adapt well to a traditional work-place culture, many managers see them as threats to the business. But that isn't the case: "Rudolphs are passionate about their work. They want to see the business improve, and they want to make their managers look good," Laurin says. "A company needs to leverage that crucial part of their population."

CREATE A "RUDOLPH CULTURE" USING THE AVTAR METHOD.
Lauren and co-author Craig Morningstar created a simple system managers can use to inspire employees to embrace innovative thinking. Using the turnaround of the Boeing Company as an example, the authors show how responsibility can gradually move from the managers to all employees. Here's how it works:

• Awareness: Let employees know you plan to institute a new, participatory change.
The leaders of Boeing's C-17 program let all 10,000 employees know they needed to become more engaged in transforming the company.
• Value: Provide information to create a sense of shared responsibility. In Boeing's case, they let the employees know why the program had to change instead of just giving them directions on how to change it.
• Thinking: Begin to allow your employees to bear responsibility for the change by having them come up with ideas.
• Actions: Let all employees know that their opinions are being taken seriously. The idea that they have bigger responsibilities will drive their actions.
• Results: If all the previous steps are done right, results should flow organically from all members of the company, thus changing the culture.

REWARD YOUR RUDOLPHS.
In the end, employees want to know that their opinions are being heard and that they can make a positive change in the company. A Rudolph isn't just looking for a promotion. "Rudolphs in particular want to be able to share their ideas, which sounds really simple," Laurin says. "Their reward is actually seeing that idea in action."

TOP FIVE

CARD TRICKS

FIVE TIPS FOR MAKING YOUR BUSINESS CARDS WORK FOR YOU, FROM RICHARD MOROSS, CEO OF MOO.COM:

1 Use a thick, smooth stock with high-quality printing.
2 Use unique shapes or striking images to grab interest.
3 Don't clutter cards with unnecessary information.
4 Order small batches so you can keep cards up-to-date without wasting money.
5 Always carry them, and hand them out whenever you can.
SOURCE: LINKEDIN.COM

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