Be a Superboss

HBR IdeaCast

Harvard Business Review

Management, Business/marketing, Strategy, Entrepreneurship, Business/management, Hbr, Finance, Marketing, Communication, Innovation, Teams, Business, Business/entrepreneurship, Economics, Harvard, Leadership

4.3 • 1.9K Ratings

🗓️ 11 February 2016

⏱️ 19 minutes

🔗️ Recording | iTunes | RSS

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Summary

Lorne Michaels, Bill Walsh, Alice Waters–all have had a disproportionate impact in their respective industries through their knack for collecting and inspiring great talent. We hear how they do it from Sydney Finkelstein, the Steven Roth Professor of Management in Dartmouth’s Tuck School of Business and the author of "Superbosses: How Exceptional Leaders Manage the Flow of Talent".

Transcript

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0:00.0	If you work with early career professionals, my colleagues at
0:03.8	HPR have a great new podcast for you. It's called New Here. Think of it like the
0:08.4	Young Professional's Guide to Building a Meaningful Career on your own terms.
0:11.9	Share New Here with the Young Professionals in your life. a meaningful career on your own terms.
0:12.8	Share new here with the young professionals in your life.
0:15.9	Listen for free wherever you got your podcasts.
0:18.6	Just search new here. Welcome to the HBR Idea Cast from Harvard Business Review.
0:32.6	I'm Sarah Green Carmichael.
0:34.6	Today I'm talking with Sidney Finkelstein, the Stephen Roth Professor of Management and Dartmouth
0:39.4	Tuck School of Business and the author of the new book, Super Bosses, how exceptional leaders manage the flow of talent.
0:46.1	He's also written extensively about the topic of Super Bosses for HBR and HBR.
0:50.5	said thank you so much for talking with us today.
0:53.0	Great talking to you, Sarah.
0:54.0	So I thought we would just start by asking you,
0:57.0	what makes a super boss different from just a really good boss?
1:01.0	You know, super are are different than good bosses in a
1:06.0	couple of different ways. Number one, they do some of what good bosses do but they do
1:11.0	more of it. So for example a good boss is supposed to be a good
1:14.8	mentor. Super bosses are like mentors on on steroids. They're always
1:19.8	interacting. They're involved with almost an apprenticeship type of approach.
1:24.0	They're looking after people not just for their day-to-day work, but their career track and are willing to entertain all kinds of ideas to help them get there.
1:32.0	And then the second difference is that super bosses
	...

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