- Communicating: explicit vs. implicit
- Evaluating: direct criticism vs. indirect criticism
- Leading: egalitarian vs. hierarchical
- Deciding: consensual vs. top down
- Trusting: task vs. relationship
- Disagreeing: confrontational vs. avoidance
- Scheduling: linear-time vs. flexible-time
- Persuading: applications-first vs. principles-first
SF: Great leaders create other great leaders.IMI: What does this mean? SF: Imagine a world where the work you did really mattered. Where the person who you call your boss changed your life by helping you accomplish more than you ever thought possible. Where your own opportunities would multiply in ways you may have been afraid to even dream of. That’s the world of “superbosses”, leaders with an incredible track record of generating world-class talent time and again. By systematically studying business legends and pop culture icons like Lorne Michaels, Ralph Lauren, George Lucas, Larry Ellison, Miles Davis, Charlie Mayfield, and Alice Waters, what superbosses actually do comes into focus. And anyone can do these same things. Superbosses identify, motivate, coach and leverage others in remarkably consistent, yet highly unconventional and unmistakably powerful ways. Superbosses aren’t like most bosses; they follow a playbook all their own. They are unusually intense and passionate — eating, sleeping, and breathing their businesses and inspiring others to do the same. They look fearlessly in unusual places for talent and interview them in colorful ways. They create impossibly high work standards that push protégées to their limits. They partake in an almost inexplicable form of mentoring, one that occurs spontaneously and with no clear rules. They lavish responsibility on inexperienced protégées, taking risks that seem scary and foolish to outsiders. When the time is right superbosses may even encourage star talent to leave so they can then become part of a strategic network of acolytes in the industry. IMI: Where should we look for further information? SF: I put together a list of interesting articles related to this subject: Superbosses aren't afraid to delegate their biggest decisions The rise of the superbosses George Lucas: Management Guru? The Power of Feeling Unthreatened Hire People and Get Out of the Way Sydney Finkelstein is a keynote speaker at the IMI National Management Conference taking place on Thursday 29th of September. To register for this event, please click here. [post_title] => "Great leaders create other great leaders" Six Word Wisdom from Sydney Finkelstein [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => great-leaders-create-great-leaders-six-word-wisdom-sydney-finkelstein [to_ping] => [pinged] => [post_modified] => 2020-05-11 19:54:28 [post_modified_gmt] => 2020-05-11 19:54:28 [post_content_filtered] => [post_parent] => 0 [guid] => https://www.imi.ie/?p=16058 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw ) )
Six Words of Wisdom with Cali Yost
Six Words of Wisdom from 2020 National Management Speaker, Cali Yost.
Based on your current work – if you had only six words of advice to give a business, what would they be?
Reimagine work: how, when and where.
What does this mean?
The pandemic collectively forced organizations worldwide into a flexible and remote work experiment for which many were unprepared. Not only did this ensure safety and operational resilience during the crisis, but it’s opened the door to reimagine how, when and where work can be done next.
With the flexible work genie out of the bottle, now is the opportunity to consider what a dynamic, nimble onsite and remote work model could look like. One that could benefit the business in terms of operating performance, innovation, responsiveness and talent management, but also impact employee health and well-being. Only this time with strategic, intention, not as an overnight response to a crisis.
The pandemic proved work is a WHAT we do, not WHERE we go, in which managers and employees share leadership to determine together what needs to get done. Then, how, when, and where to do it best. One-size will not fit all.
To start this cultural and operational shift and prepare to reach new levels of performance and flexibility, now is the time to leverage successes, lessons and challenges experienced over the past few months. Next, explore the possibilities of what can be done better, smarter, and more effectively going forward. Then, provide proper training in the new skills and tools of strategic, high performance flexibility that everyone at all levels will require for success. Make sure the resources exist to not just reimagine work but make that vision a reality. This can be and is the future of work.
Where should we look for further information?
For more on IMI’s 2020 National Management Conference, go here.