"Superbosses" Emerge From Diverse Industry Backgrounds
In my "Secrets of the Talent-Development Masters" blog post I reviewed "Superbosses" — the engaging new book from Professor Sydney Finkelstein. (Full Disclosure: I co-teach with Professor Finkelstein as a Visiting Executive in Tuck Executive Education at Dartmouth's Tuck School of Business.) As I mentioned in that post, I believe Professor Finkelstein's research provides a "playbook" for executives at all levels to take their talent-development efforts beyond mentorship — and to more consciously and systematically involve themselves in growing a network of protégés.
One interesting aspect of the "Superbosses" research not mentioned in my post, however, is the diversity of industries from which these exceptional leaders emerged. Here's that breakdown:
Despite their diverse personalities and widely differing industry backgrounds, the superbosses did tend to fall into one-of-three general clusters. (Yes, there is overlap among these categories…)
(Those with passion who are fixated on a vision)
(Those who put winning first — no matter what)
(The "activist" bosses who systematically nurture talented individuals)
See "Secrets of the Talent-Development Masters" for a broader overview. Better yet: Get detailed information on these leaders and their talent-development styles from Professor Finkelstein's new book, “Superbosses: How Exceptional Leaders Nurture Talent to Achieve Market Domination.” (Portfolio/Penguin, February 2016) Or visit the “Superbosses” website.
As Professor Finkelstein put it, he sought to go beyond the superstars themselves — to find the “secrets” of these “star-makers”. I was intrigued by the patterns and traits of these noteworthy industry leaders. If your current job (or the one to which you aspire) could benefit from knowing the approaches that have worked so successfully for superbosses and their protégés, this book should be part of your business library.
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