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. [ABSTRACT FROM AUTHOR]