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A GOOD BOSS HITS HIS GOALS AND LEADS HIS TEAM.
A SUPERBOSS BLOWS AWAY HER GOALS BY BUILDING AN ARMY OF NEW LEADERS.
WHICH WOULD YOU RATHER BE?
What do football coach Bill Walsh, restaurateur Alice Waters, television executive Lorne Michaels, technology CEO Larry Ellison, and fashion pioneer Ralph Lauren have in common? On the surface, not much, other than consistent success in their fields. But below the surface, they share a common approach to finding, nurturing, leading, and even letting go of great people. The way they deal with talent makes them not merely success stories, not merely organization builders, but what Sydney Finkelstein calls superbosses. They’ve all transformed entire industries.
After ten years of research and more than two hundred interviews, Finkelstein has concluded that superbosses exist in nearly every industry, from the glamorous to the mundane. If you study the top fifty leaders in any field, as many as one-third will have once worked for a superboss.
While superbosses differ in their personal styles, they all focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers—while also expanding their own networks and building stronger companies. Among the practices that distinguish superbosses:
They Create Master-Apprentice Relationships.
Superbosses customize their coaching to what each protégé really needs, and also are constant founts of practical wisdom. Advertising legend Jay Chiat not only worked closely with each of his employees but would sometimes extend their discussions into the night.
They Rely on the Cohort Effect.
Superbosses strongly encourage collegiality even as they simultaneously drive internal competition. Lorne Michaels set up Saturday Night Live so that writers and performers are judged by how much of their material actually gets on the air, but they can’t get anything on the air without the support of their coworkers.
They Say Good-Bye on Good Terms.
Nobody likes it when great employees quit, but superbosses don’t respond with anger or resentment. They know that former direct reports can become highly valuable members of their network, especially as they rise to major new roles elsewhere. Julian Robertson, the billionaire hedge fund manager, continued to work with his former employees who started competing hedge funds, and he often profited by investing in them.
By sharing the fascinating stories of superbosses and their protégés, Finkelstein explores a phenomenon that never had a name before. And he shows how each of us can emulate the best tactics of superbosses to create our own powerful networks of extraordinary talent.
- Sales Rank: #11274 in Books
- Published on: 2016-02-09
- Released on: 2016-02-09
- Original language: English
- Number of items: 1
- Dimensions: 9.25" h x .88" w x 6.25" l, 1.25 pounds
- Binding: Hardcover
- 272 pages
Review
“Superbosses shows the incredible impact that great managers can have, both on their employees and on entire industries. As masters of career development, superbosses are both talent magnets and launchpads, remaining valued allies with their proteges long after their official relationships have ended. Syd has written a true leadership guide for the Networked Age.”
—Reid Hoffman, Co-founder and Chairman of LinkedIn, Co-author of The Alliance
“I couldn’t agree more with Sydney Finkelstein that innovation is part of the leadership DNA. The best bosses—superbosses—must foster a culture of innovation, encourage smart risk taking, remove obstacles, and drive change. They demand world-class performance and empower their teams to achieve it. Superbosses gives leaders a playbook to bring out the best in their people.”
—Jeff Immelt, chairman and CEO, GE
"Superbosses is the rare business book that is chock full of new, useful, and often unexpected ideas. After you read Finkelstein's well-crafted gem, you will never go about leading, evaluating, and developing talent in quite the same way.”
—Robert Sutton, author of Scaling Up Excellence and The No Asshole Rule
“First and foremost this is a book about leadership--how the best recruit, nurture and build teams of strong leaders. Consider it a beacon, written about Superbosses who manage talent innovatively and achieve unrivaled success in their field--and written for those who want to excel and play at the top of their game. Sydney Finkelstein has nailed it."
—General James Amos, USMC (Ret), 35th Commandant of the Marine Corps
“Superbosses is one of the most important, groundbreaking, and actionable leadership books to hit the market in years. Literally anyone who is seeking to have a positive impact on their organization and to achieve personal success as a natural consequence can apply the powerful yet straightforward concepts in the book starting immediately. Sydney Finkelstein has done the hard work of proving, through deep research and analysis, and showing, through colorful stories and examples, that the way the best leaders succeed is by unleashing creativity, innovation, and motivation through their approaches to hiring and management. But here’s the best news – these lessons are teachable and directly applicable, whether you are a chief executive, a soccer coach, or an aspiring young professional. “
—James M. Citrin, Author, The Career Playbook and Leader, CEO Practice, Spencer Stuart
"A smart leader surrounds himself with smart people. Through his book, Superbosses, Sydney shows the surprising ways leaders actually find, develop, and grow a team of curious, talented individuals."
—Millard Drexler, Chairman and CEO J.Crew Group
“Maybe you’re a decent boss. But are you a superboss? That’s the question you’ll be asking yourself after reading Sydney Finkelstein’s fascinating book. By revealing the secrets of superbosses from finance to fashion and from cooking to comic books, Finkelstein offers a smart, actionable playbook for anyone trying to become a better leader.”
—Daniel H. Pink, author of To Sell Is Human and Drive
“We have long recognised Sydney Finkelstein as one of the world’s leading management thinkers. With Superbosses, he demonstrates why. It is a riveting, inspiring and practical tour de force.”
—Stuart Crainer and Des Dearlove, founders, Thinkers50
“This book could make some bosses angry—and that's a good thing. Finkelstein’s examination of what actually makes a legendary leader goes against the grain of much standard management 'best practice' and offers a whole new way to think about talent.”
—Kevin Roberts, executive chairman, Saatchi & Saatchi Worldwide
“Complete with valuable information for managers and their subordinates, this volume provides great advice for the practice of management.”
—Library Journal
“Superbosses is that rare business book that does more than inform. It’s positively hard to put down.”
—Success magazine
About the Author
SYDNEY FINKELSTEIN is the Steven Roth Professor of Management at the Tuck School of Business at Dartmouth College and the director of Tuck’s Center for Leadership. He is a consultant and speaker to senior executives around the globe, as well as an executive coach, focusing on talent development, corporate governance, learning from mistakes, and strategies for growth. He has published eight previous books, including the Wall Street Journal bestseller Why Smart Executives Fail. He is listed in Thinkers50, the world’s most prestigious ranking of leadership gurus.
Most helpful customer reviews
12 of 13 people found the following review helpful.
Here in a single volume is a “master class in how each of us can make a much greater impact in what we do”
By Robert Morris
In a previous book, Why Smart Executives Fail: And What You Can Learn from Their Mistakes (2003), Sydney Finkelstein shares what his research reveals about how and why presumably capable business leaders fall so far and fall so fast. "My goal was not only to understand why businesses break down and fail, but to focus on the people behind these failures; not only to understand how to avoid these disasters, but to anticipate the early warning signs of failure. Ultimately, I wanted to move beyond ad hoc explanations of failure on a case-by-case basis and expose the roots of these breakdowns in a definitive way.” He explored how overconfidence, complacency, inaction, “and a lack of curiosity prevented otherwise intelligent leaders from adapting to changing business conditions.” Whereas in that book, Finkelstein and his research associates were in search of failure’s causes, the focus in his latest book is on the causes of what could be described as “super success,” revealed during research begun in 2005.
He explores “the characteristic behaviors of the world’s most effective bosses, upending conventional best practices and presenting a new, comprehensive paradigm for developing talent. This book is the first to offer a systematic, empirically based study of what [begin italics] really [end italics] motivates, inspires, and enables others to achieve their full, potential. It teaches professionals how to be better bosses so that they can unleash unprecedented creativity, engagement, and accomplishment in their teams, generating and regenerating the world’s best talent. And it shows employees in any field how to identify superposes in their industry so that they can get hired and advance their careers.”
Taking into full account more than a decade of research that preceded this book and several decades of close association with hundreds of C-level executives, Finkelstein suggests that there are three basic types of superboss: “Iconoclasts" (e.g. George Lucas, Lorne Michaels, Ralph Lauren, and Robert Noyce), “Glorious Bastards" (e.g. Larry Ellison, Michael Milken, Roger Corman, and Jay Chiat), and “Nurturers" (e.g. Bill Walsh, Norman Brinker, Mary Kay Ash, and Gregg Popovich). What motivates each type?
Briefly, Iconoclasts “care about their work…so wholly fixated on their vision that they are able to teach in an intuitive, organic way, as a natural outgrowth of their passion and in service to it, rather than consciously or methodically.” Glorious Bastards “have something about them that makes them ‘glorious’: they understand that in order to win, they need the best people and the best teams. They may be egoists, they may want fame and glory for themselves, but they perceive the success of those around them as the pathway to that glory.” As for the third type, “Nurturers are what I’d call ‘activist bosses.’ They are consistently present to guide and teach their protégés and they actively engage with employees to help them reach great heights.”
What do all three types share in common? Finkelstein suggests five attributes: All possess [begin italics] extreme confidence, even fearlessness [end italics], when it comes to furthering their agendas and ideas; all are highly competitive; they are by nature inquisitive and imaginative; all superbosses manifest impeccable integrity insofar as their “rather strict adherence to a core vision or sense of self” are concerned; and finally, all are authentic: in their daily interaction with others, “they let their personalities hang out.”
My brief comments thus far merely suggest a few of Finkelstein’s key points. When explaining how exceptional leaders master the flow of talent, he develops those and other key points in much greater depth. His approach is to compare and contrast those he characterizes as a superboss with what are generally viewed as the defining characteristics of a “good but not great” boss. He examines their impact on colleagues (especially protégés), on their company, and — in several instances — on their industry.
These are among the several dozen passages of greatest interest and value to me, also listed to suggest the scope of Finkelstein’s coverage in Chapters One-Eight:
o The Makings of a Superboss (Pages 15-21)
o Iconoclasts, Glorious Bastards, and Nurturers (25-29)
o Memorable Bosses: Five Common Attributes (29-33)
o That Special Something (41-44)
o The Power of Feeling Unthreatened (48-50)
o Perfect Is Good Enough (65-69)
o The Ladder of Confidence (69-71)
o It’s Hard to Go Back to Bering Ordinary, and, Inspiring People Like a Superboss (75-79)
o Protect the “Why” (and Only the “Why”) (84-88)
o Nothing s Sacred (88-92)
o The Show Must Change (94-98)
o Fostering Creativity Like a Superboss (98-101)
o Managing in the Moment (108-112)
o Teaching Like a Superboss (123-126)
o Traders in Opportunity (131-135)
o Hire [the Right] People and Get Out of the Way (135-139)
o The Big Personality Paradox (139-142)
o Crafting the Cult (152-158)
o The Cohort Effect (162-166)
o Team Building Like a Superboss (166-170)
Finkelstein observes, “Ultimately, a superboss doesn’t construct his organization around a specific framework or formula…Instead, superbosses embrace a mind-set of change, within a framework of their unyielding vision. That mind-set leads in turn to the welcoming of creative people into the company, to shared experiences that reinforce openness, to an ingrained culture of openness, and ultimately to a track record of sustained invocation and growth.”
These are among Sydney Finkelstein’s concluding remarks: “In the end, studying these superbosses gives us a master class in how each of us can make an impact [indeed, make a much greater impact] in what we do. Superbosses show us a markedly different and innovative path, one that unites the success of an organization with the people charged with accomplishing that success.” Few executives are both willing and able to become a superboss but all of them can accelerate their personal growth and professional development by reading this book, by completing this “master class,” and then applying effectively what they have learned.
6 of 6 people found the following review helpful.
A Must-Read, and Not Just for Business People!
By Nathalie R
What makes an exceptional leader? Sydney Finkelstein's fantastic work "Superbosses" not only answers this question with exceptional detail, but writes in a way that appeals to everyone from the average reader to a student getting their MBA to a CEO of a multi-billion dollar enterprise. It is no wonder that Finkelstein is considered an international expert on this subject just given the amount of research and case studies he did for this book.
4 of 4 people found the following review helpful.
Superbosses is a groundbreaking book
By Dan Hoeyer
Finkelstein has been studying these exceptional leaders for more than 10 years, conducted over 200 interviews, and has concluded that the single most important thing you can do to survive and thrive as an organization is to generate and regenerate talent. Superbosses is about successful leaders of talent, and how they do what they do. The 18 core superbosses that Finkelstein profiles are from incredibly diverse fields, including farm-to-table food (Alice Waters), American comedy (Lorne Michaels), special effects (George Lucas), hedge funds (Julian Robertson), health care (Tommy Frist), advertising (Jay Chiat), American football (Bill Walsh), jazz music (Miles Davis), and real estate (Bill Sanders). He even brings in examples of leaders who take on some of the superboss qualities, such as Hillary Clinton and Oprah Winfrey.
What readers will find fascinating is the conclusion Finkelstein draws from studying these leaders: despite how different each of these industries are, these leaders think about and develop superstar talent in remarkably similar ways. As one example, superbosses are willing to adapt the organization they lead to fit the talent of their employees, rather than the other way around. Many of the things superbosses do – he calls this the “superboss playbook” are similarly counter-intuitive.
For anyone who is a boss, who’d like to become a superboss, or who is looking for their first job (and first boss, as well), Superbosses is a book that will change the way you think about work. Few business books come to market with this depth of rigorous research backed up by a series of compelling stories.
I highly recommend this book.
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