- 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 Michael Jacobides
Six Words of Wisdom from 2020 National Management Speaker, Michael Jacobides.
Based on your current work – if you had only six words of advice to give a business, what would they be?
Revisit portfolio, value propositions, digital connections.
What does this mean?
In times of crisis, firms tend to focus mostly inside- and batten the hatches. Yet what’s happening with COVID19 is not just a recession. It’s a change in what customers want, and how they consume it. It catalyzes change, and alters long-held habits. To succeed, we need to overcome the inertial forces organizations are subject to.
First, we need to re-assess what customers want, and how this crisis has changed their requirements, both in the short and the long run.
Second, we need to revisit our business models, in light of the shift to digital channels of communication, coordination, and consumption. We need to find a way to engage with the increasingly powerful digital ecosystems that mediate people and their consumption habits, and see how we can take advantage of the opportunities that are offered by new business models and new distribution channels.
And we also need to dis-aggregate our business and radically rethink how capital and resources are allocated. We need to resist the temptation to replicate the status quo, and instead we should ruthlessly reallocate capital and resources, investing in new growth pillars even while trimming costs and scaling back for part of the business.
Where should we look for further information?
Harvard Business Review, current issue.
For more on IMI’s 2020 National Management Conference, go here.