Eric Jacobson On Management And Leadership

Here are ten questions (or bundles of questions) you should ask yourself to ensure you are thinking and acting like a  superboss . These are from  Sydney Finkelstein 's well-worth-reading book,  Superbosses . Do you have a specific vision for your work that energizes you, and that you use to energize and inspire your team? How often do people leave your team to accept a bigger offer elsewhere? What's that like when it happens? Do you push your reports to meet only the formal goals set for the team, or are there other goals that employees sometimes also strive to achieve? How do you go about questioning your own assumptions about the business? How do you get your team to do the same about their own assumptions? How do you balance the need to delegate responsibilities to team members with the need to provide hands-on coaching to them? How much time do you usually spend coaching employees? When promoting employees, do you ever put them into challenging jobs where they potent...

Here are ten questions (or bundles of questions) you should ask yourself to ensure you are thinking and acting like a  superboss . These are from  Sydney Finkelstein 's book,  Superbosses . Do you have a specific vision for your work that energizes you, and that you use to energize and inspire your team? How often do people leave your team to accept a bigger offer elsewhere? What's that like when it happens? Do you push your reports to meet only the formal goals set for the team, or are there other goals that employees sometimes also strive to achieve? How do you go about questioning your own assumptions about the business? How do you get your team to do the same about their own assumptions? How do you balance the need to delegate responsibilities to team members with the need to provide hands-on coaching to them? How much time do you usually spend coaching employees? When promoting employees, do you ever put them into challenging jobs where they potentially might fail? I...

Here are ten questions (or bundles of questions) you should ask yourself to ensure you are thinking and acting like a  superboss . These are from  Sydney Finkelstein 's book,  Superbosses . Do you have a specific vision for your work that energizes you, and that you use to energize and inspire your team? How often do people leave your team to accept a bigger offer elsewhere? What's that like when it happens? Do you push your reports to meet only the formal goals set for the team, or are there other goals that employees sometimes also strive to achieve? How do you go about questioning your own assumptions about the business? How do you get your team to do the same about their own assumptions? How do you balance the need to delegate responsibilities to team members with the need to provide hands-on coaching to them? How much time do you usually spend coaching employees? When promoting employees, do you ever put them into challenging jobs where they potentially might fail? I...

From  Sydney Finkelstein 's book,  Superbosses: How Exceptional Leaders Master the Flow of Talent , comes these great questions you should routinely ask yourself as a leader: Have you answered the "why do we exist" question for your team? Could all of your team members share this answer with you right now? Do you have people on your team who have followed non-traditional paths to their jobs, or do you find yourself attracted to cookie-cutter backgrounds? Are people on your team energized to come to work in the morning? How would you even know? Are you inspiring people to believe that they can achieve great things? Are you removing the bureaucratic barriers and hierarchy that get in the way of meaningful interaction and getting the job done? How often do you actively teach people how to do something, as opposed to just telling  people what to do?

"Superbosses embrace certain practices that good bosses don't, and they do even more of the productive things that good bosses do," says  Syney Finkelstein , author of the book,  Superbosses: How Exceptional Leaders Master the Flow of Talent . What's more, according to Finkelstein's findings from ten years of research and two hundred interviews, superbosses focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers, while also expanding their own networks and building stronger companies. Most important, " regenerating the talent pool is the single most important thing any leader can do to survive and prosper ," adds Finkelstein. Sydney Finkelstein Superbosses also do this : Create master-apprentice relationships Rely on the cohort effect Say good-bye on good terms Adapt the job or organization to fit the talent Take chances on unconventional talent L...

"Superbosses embrace certain practices that good bosses don't, and they do even more of the productive things that good bosses do," says  Syney Finkelstein , author of the book,  Superbosses: How Exceptional Leaders Master the Flow of Talent . What's more, according to Finkelstein's findings from ten years of research and two hundred interviews, superbosses focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers, while also expanding their own networks and building stronger companies. Most important, " regenerating the talent pool is the single most important thing any leader can do to survive and prosper ," adds Finkelstein. Sydney Finkelstein Superbosses also do this : Create master-apprentice relationships Rely on the cohort effect Say good-bye on good terms Adapt the job or organization to fit the talent Take chances on unconventional talent L...

"Superbosses embrace certain practices that good bosses don't, and they do even more of the productive things that good bosses do," says  Syney Finkelstein , author of the book,  Superbosses: How Exceptional Leaders Master the Flow of Talent . What's more, according to Finkelstein's findings from ten years of research and two hundred interviews, superbosses focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers, while also expanding their own networks and building stronger companies. Most important, " regenerating the talent pool is the single most important thing any leader can do to survive and prosper ," adds Finkelstein. Sydney Finkelstein Superbosses also do this : Create master-apprentice relationships Rely on the cohort effect Say good-bye on good terms Adapt the job or organization to fit the talent Take chances on unconventional talent Look for new ta...

From  Sydney Finkelstein 's book,  Superbosses: How Exceptional Leaders Master the Flow of Talent , comes these great questions you should routinely ask yourself as a leader: Have you answered the "why do we exist" question for your team? Could all of your team members share this answer with you right now? Do you have people on your team who have followed non-traditional paths to their jobs, or do you find yourself attracted to cookie-cutter backgrounds? Are people on your team energized to come to work in the morning? How would you even know? Are you inspiring people to believe that they can achieve great things? Are you removing the bureaucratic barriers and hierarchy that get in the way of meaningful interaction and getting the job done? How often do you actively teach people how to do something, as opposed to just telling  people what to do?

From  Sydney Finkelstein 's book,  Superbosses: How Exceptional Leaders Master the Flow of Talent , comes these great questions you should routinely ask yourself as a leader: Have you answered the "why do we exist" question for your team? Could all of your team members share this answer with you right now? Do you have people on your team who have followed non-traditional paths to their jobs, or do you find yourself attracted to cookie-cutter backgrounds? Are people on your team energized to come to work in the morning? How would you even know? Are you inspiring people to believe that they can achieve great things? Are you removing the bureaucratic barriers and hierarchy that get in the way of meaningful interaction and getting the job done? How often do you actively teach people how to do something, as opposed to just telling  people what to do?

From  Sydney Finkelstein 's book,  Superbosses: How Exceptional Leaders Master the Flow of Talent , comes these great questions you should routinely ask yourself as a leader: Have you answered the "why do we exist" question for your team? Could all of your team members share this answer with you right now? Do you have people on your team who have followed non-traditional paths to their jobs, or do you find yourself attracted to cookie-cutter backgrounds? Are people on your team energized to come to work in the morning? How would you even know? Are you inspiring people to believe that they can achieve great things? Are you removing the bureaucratic barriers and hierarchy that get in the way of meaningful interaction and getting the job done? How often do you actively teach people how to do something, as opposed to just telling  people what to do?

"Superbosses embrace certain practices that good bosses don't, and they do even more of the productive things that good bosses do," says  Sydney Finkelstein , author of the book,  Superbosses: How Exceptional Leaders Master the Flow of Talent . What's more, according to Finkelstein's findings from ten years of research and two hundred interviews, superbosses focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers, while also expanding their own networks and building stronger companies. Most important, " regenerating the talent pool is the single most important thing any leader can do to survive and prosper ," adds Finkelstein. Sydney Finkelstein Superbosses also do this : Create master-apprentice relationships Rely on the cohort effect Say good-bye on good terms Adapt the job or organization to fit the talent Take chances on unconventional talent Look for new talent p...

From  Sydney Finkelstein 's book,  Superbosses: How Exceptional Leaders Master the Flow of Talent , comes these great questions you should routinely ask yourself as a leader: Have you answered the "why do we exist" question for your team? Could all of your team members share this answer with you right now? Do you have people on your team who have followed non-traditional paths to their jobs, or do you find yourself attracted to cookie-cutter backgrounds? Are people on your team energized to come to work in the morning? How would you even know? Are you inspiring people to believe that they can achieve great things? Are you removing the bureaucratic barriers and hierarchy that get in the way of meaningful interaction and getting the job done? How often do you actively teach people how to do something, as opposed to just telling  people what to do?

"Superbosses embrace certain practices that good bosses don't, and they do even more of the productive things that good bosses do," says  Syney Finkelstein , author of the book,  Superbosses: How Exceptional Leaders Master the Flow of Talent . What's more, according to Finkelstein's findings from ten years of research and two hundred interviews, superbosses focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers, while also expanding their own networks and building stronger companies. Most important, " regenerating the talent pool is the single most important thing any leader can do to survive and prosper ," adds Finkelstein. Sydney Finkelstein Superbosses also do this : Create master-apprentice relationships Rely on the cohort effect Say good-bye on good terms Adapt the job or organization to fit the talent Take chances on unconventional talent Look for new talent po...

From Sydney Finkelstein 's book, Superbosses: How Exceptional Leaders Master the Flow of Talent , comes these great questions you should routinely ask yourself as a leader: Have you answered the "why do we exist" question for your team? Could all of your team members share this answer with you right now? Do you have people on your team who have followed non-traditional paths to their jobs, or do you find yourself attracted to cookie-cutter backgrounds? Are people on your team energized to come to work in the morning? How would you even know? Are you inspiring people to believe that they can achieve great things? Are you removing the bureaucratic barriers and hierarchy that get in the way of meaningful interaction and getting the job done? How often do you actively teach people how to do something, as opposed to just telling  people what to do?

Here are ten questions (or bundles of questions) you should ask yourself to ensure you are thinking and acting like a superboss . These are from Sydney Finkelstein 's new book, Superbosses . Do you have a specific vision for your work that energizes you, and that you use to energize and inspire your team? How often do people leave your team to accept a bigger offer elsewhere? What's that like when it happens? Do you push your reports to meet only the formal goals set for the team, or are there other goals that employees sometimes also strive to achieve? How do you go about questioning your own assumptions about the business? How do you get your team to do the same about their own assumptions? How do you balance the need to delegate responsibilities to team members with the need to provide hands-on coaching to them? How much time do you usually spend coaching employees? When promoting employees, do you ever put them into challenging jobs where they potentially might f...

"Superbosses embrace certain practices that good bosses don't, and they do even more of the productive things that good bosses do," says Syney Finkelstein , author of the new book, Superbosses: How Exceptional Leaders Master the Flow of Talent . What's more, according to Finkelstein's findings from ten years of research and two hundred interviews, superbosses focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers, while also expanding their own networks and building stronger companies. Most important, " regenerating the talent pool is the single most important thing any leader can do to survive and prosper ," adds Finkelstein. Sydney Finkelstein Superbosses also do this : Create master-apprentice relationships Rely on the cohort effect Say good-bye on good terms Adapt the job or organization to fit the talent Take chances on unconventional talent Look for new talent ...