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Competent leaders tend to be extremely confident, competitive, imaginative and not afraid to show their true self.
Ralph Lauren, Jay Chiat ... are pioneers in business model innovation, contributing to billions of dollars in value. However, what makes them different from many other celebrity colleagues is not just the ability to build an organization but also to discover and train future generations of leaders.
By applying effective human strategies, they are placed in the ranks of talented leaders.
In the course of the decade, GS. Sydney Finkelstein of the Tuck School of Business at Dartmouth College in the US, author of "How Exceptional Leaders Manage the Flow of Talent," found that more than half of those in the same industry Work for the same good leader.
After the research, GS. Sydney Finkelstein discovered that talented leaders tend to be extremely confident, competitive, imaginative and not afraid to show off their true self. However, according to Prof. Sydney Finkelstein, the most important thing he noticed was the commonality in the use of these "super-leaders". That is:
Good leaders look for extraordinary talent - those who are not just capable of developing a business, but can also write a new definition of success.
Lorne Michaels, producer of Saturday Night Live, once said, "If at some point you look around the room and think," Oh God, these people are amazing, "and you're probably right. already".
Good leaders have a different approach to developing employees. One of Larry Ellison's closest relatives said Ellison's greatest strength was "to help individual people create seemingly impossible things."
Prior to the establishment of private real estate companies, C. Ronald Blankenship and R. Scot Sellers all worked for real estate tycoon Bill Sanders. Blankenship and Sellers say Sanders likes to recruit "smart four times" and insists: "Without employing great people, you should not hire anyone."
Give opportunity to those who seem less likely
Good leaders have an open mindset and are not afraid to give the opportunity to those who do not seem to be "golden candidates". For example, in the health care giant HCA, co-founder Tommy First sometimes chose physiotherapists for leadership, simply because he "discovered something that's especially for them. "
"Super leaders" often overlook the usual interview process; instead, they ask quirky questions and then observe the candidate. Fashion billionaire Ralph Lauren is a typical example. When meeting the applicant, he will ask them to talk about the dress they are wearing and explain why they choose the dress.
At Industrial Light & Magic, employee George Lucas's founder did not even have a job description. Their task for each project is entirely dependent on the actual needs and personnel at that time.
This may seem counterintuitive to traditional HR management, but it reflects the creative thinking that good leaders adopt in everything they do.
Smart, creative and flexible people tend to develop their career so quickly that they sometimes want to leave the current company to make progress. Good leaders always accept that reality because they understand that the quality of talent in the team is more important than stability, and that human rotation is a chance to find new stars.
In 1997, National Geographic invited Richard Allen to lead a department. At that time, Richard Allen was a close friend of John Hendricks, founder of Discovery Communications. Although possible, Hendricks did not try to keep Allen because he wanted a friend to lead his rival company. "This is a sign of a generous spirit," Richard Allen said.
This generous spirit also contributes to the "good name" of the talented leaders, when their subordinates succeed in both the old company and the new company. Thanks to that, although they do not need to actively recruit, talents still find themselves.
