Secrets of the Superbosses
研究发现，许多行业顶尖人才都曾师从某位杰出领导者。本文揭示了这些“超级老板”在招聘和培养人才方面的共同策略，对管理者提升识人育人能力有借鉴意义。
When you look at the top people in a given industry, you often find that many of them once worked for the same well-known leader. In the NFL, 20 of 32 head coaches trained under Bill Walsh or someone in his coaching tree. Dozens of top hedge fund managers got their start under Julian Robertson of Tiger Management. Nine of Larry Ellison’s top execs became CEOs, COOs, or chairs of other companies. The list goes on: Jay Chiat, Alice Waters, Bob Noyce, Lorne Michaels, and Mary Kay Ash are all known for grooming extraordinary people who became leaders in their fields. After conducting deep research into the practices of these superbosses, Tuck professor Finkelstein found similarities in their “people strategies.” In hiring, they focus on intelligence, creativity, and flexibility; look for unconventional talent; and adapt roles and even organizations to suit people. In development, they set high expectations, build master-apprentice relationships, and encourage fast, step-change growth. All of us can borrow from their playbook to improve our own ability to identify and hone talent. INSET: The Three Types of Superbosses