Writing in the Harvard Business Review, Finkelstein noted that these leaders have a hands-on leadership style that is highly effective in developing those who work for them.
- Set high expectations;
- Are excellent delegators;
- Customize career paths for protégés;
- Stay connected with those protégés even after they move on
Superbosses take a long view and a deep interest in the people they hire. Maintaining relationships with ex-employees sets superbosses up for all sorts of follow-on opportunities, such as developing business partnerships.
We want to hear: Have you ever worked for a superboss, or do you consider yourself one? How do you think superbosses lead in a way that is different than that of the typical boss? Can you give us an example? To join the conversation, click "comments" on our Community of Practice Forum.
If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion.