Sydney Finkelstein Managing Yourself

In the article, “Managing yourself” by Sydney Finkelstein, he defines the role of a superboss and how superbosses ought to recognize skilled and talented individuals who not only nurture but grow as a professional individual under these leaders. Additionally, superbosses not only hone individual’s talent, but create a path for them to be leaders of the future generation. They are the influencing leaders developing, structuring and maintaining the highway to success for future leaders and continuing the cycle for the leaders to come.
In the article, “Managing yourself” by Sydney Finkelstein, he defines the role of a superboss and how superbosses ought to recognize skilled and talented individuals who not only nurture but grow as a professional individual under these leaders. Additionally, superbosses not only hone
individual’s talent, but create a path for them to be leaders of the future generation.
They are the influencing leaders developing, structuring and maintaining the highway to success for future leaders and continuing the cycle for the leaders to come.
Successful, brilliant and prominent leaders of the companies like Ralph Lauren, Mary Kay Ash, Jay Chiat and etc. not only did they accomplish in their fields through such skills, but acquired revenue worth billions. According to Finkelstein, superbossess attained an ability that is also distinct from others which is, “the ability to groom talent.” However, the few commonalities that these leaders maintained are the abilities to train, recognize, interact, and develop such exquisite individuals for their companies. Through his research and interviews, Finkelstein elaborated on practices that oneself should accommodate in their lives to be successful. Firstly, superbosses contained a quality of unconventional hiring where they can spot a gifted individual who will not only succeed but innovate and shift
company’s dynamic. Secondly, finding unlikely winners is a key role in uplifting and diversifying the divisions in the company containing different talents with different backgrounds. Finkelstein states that superbosses conduct unusual interviews to observe and perceive these individuals in certain situation to comprehend their character and how likely they are able to handle themselves. The quality of talent is greatly valued by superbosses, for example, if a creative and outstanding performer leaves the company managed by a superboss, they respect their decisions and attract new individuals to ride on this journey. The most important skillset in being successful is containing the capability of setting high expectation for employees, managers, workers, and yourself. Finkelstein quoted Gordon Moore, cofounder of Intel, “If you were up for the challenge, you could be very successful.” Lastly, superbosses encourage step-change growth in which they customize the work for an excellent worker and someone who reached their expectations while creating a long-term relationship.
In the end, with all the qualities not managers but superbosses contain, these attributes not only applicable to professionals but individuals outside of a professional industry. Leadership is vital but creating relations, nurturing talent, motivating high performance through high expectations in evolving industries are valuable.