Some bosses do more than build great organizations; they groom great talent. Sydney Finkelstein, Dartmouth Business School professor and author of Superbosses: How Exceptional leaders Manage the Flow of Talent started researching this phenomenon a decade ago when he noticed that “[as many as half] the top people in a given industry…once worked for the same well-known leader.”
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.
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.
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