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Superbosses: How Exceptional Leaders Master the Flow of Talent
What do football coach Bill Walsh, restaurateur Alice Waters, television executive Lorne Michaels, technology CEO Larry Ellison, and fashion pioneer Ralph Lauren have in common? On the surface, not much, other than consistent success in their fields. But below the surface, they share a common approach to finding, nurturing, leading, and even letting go of great people. The way they deal with talent makes them not merely success stories, not merely organization builders, but what Sydney Finkelstein calls superbosses. They’ve all transformed entire industries.
272 pages, Hardcover
First published February 9, 2016
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Displaying 1 - 30 of 88 reviews
April 29, 2016
Superbosses is everything that is good and bad about business books. There is a core good idea: some leaders are very good, intentionally or unintentionally, at developing talent, and maintaining networks of current and former employees or protégés. Finkelstein conducted interviews with famous leaders across industries who seem to meet this definition, grouping them into 3 main types, and then contrasting their behaviors vs normal bosses.
Some of this seems to be taken a bit too far to justify personal quirks on the part of some leaders. None of this is really tested or analyzed in a quantified way. I'll take some of the advice because it seems both good and harmless, but other things seem overly capricious and downright toxic.
However: this didn't need to be hundreds of pages (or in my case, a 10 hour audiobook). A 20 page summary would have been definitive. I could have spent another 9.5 hours living the "superboss" methodology.
Some of this seems to be taken a bit too far to justify personal quirks on the part of some leaders. None of this is really tested or analyzed in a quantified way. I'll take some of the advice because it seems both good and harmless, but other things seem overly capricious and downright toxic.
However: this didn't need to be hundreds of pages (or in my case, a 10 hour audiobook). A 20 page summary would have been definitive. I could have spent another 9.5 hours living the "superboss" methodology.
March 28, 2016
This is a book by a Professor at Dartmouth's Tuck School about "Supermanagers" and how they operate. As best as I can tell, the intuition is that a Supermanager is someone whose firm or organization has achieved outstanding and continued performance under that person's leadership and whose tenure is marked by extensive and prolonged work with protégés in an apprenticeship format in which junior managers are trained by the Supermanager to succeed in the firm and who subsequently move on to outstanding performance after leaving the firm by becoming a leader elsewhere and thus joining the alumni network of the Supermanager. Supermanagers are individuals who develop a critical vision of their industry and know how to implement it. By nurturing protégés, management depth in a firm is developed which assures the firm's continued success and spreads the keys to success through the industry in question and to related businesses. The punchline is that by understanding Supermanagers, who while unique can still be observed and chronicled, regular managers can make progress in improving their own performance and perhaps even become Supermanagers themselves.
.....that is at least what the claim is, but upon closer examination this book is very disappointing. If these managers are so unique - and that is the claim -- then conducting structured interviews with a bunch of them and their protégés will not necessarily provide much insight into what they do or how the uninitiated can join the club.
Top managers have been the focus of business research for a very long time and to this day little is really known about them. Anyone who is curious should go and read Chester Barnard's "The Functions of the Executive" or some essays by Mary Parker Follett. It is very unclear to me that current studies of top management have much more to add to what we know than these early classics. This is a theoretical problem and not a matter of bad research - although there has been plenty of that. Many of not most of the systems of firms and large organizations have been rationalized and standardized through the use of bureaucratic rules and a variety of analytic scheme, from accounting systems, to corporate finance, to various decision science schemes, As the firm has become more rationalized, the top of the firm is where these different subsystems come together in order for the entire firm to function in a consistent fashion. That integration will of necessity be less rationalized and highly idiosyncratic so that a given firm can function in a given setting facing a specific set of problems. It is hard to come up with a standard routine way of organizing decisions at the top of the firm, which makes the result inherently less organized, messier, and fuzzier for managers. These are the decision areas that Finkelstein is concerned with and it is very hard to come up with a general approach to what such Supermanagers do, since it will depend greatly on the time, the location, and particular business, and the people. Finkelstein notes this in his introduction and then proceeds to offer a standardized and general approach for learning from these special managers that does away with all the complexity. One cannot have it both ways.
This problem is clear from the initial identification of Supermanagers onward. That the individuals discussed are top (super)managers is made clear by their firm's performance - even though how top managers contribute to that performance is less clear. Given a strong performance record, if one goes around asking managers and their protégés the reasons for their success, it is certain that reasons will be provided that focus on the knowledge, skills, and personal attributes of the managers. "Dumb luck" or the mistakes of others are seldom cited as reasons for one's success? The fundamental attribution error remains alive and well in top management research.
The second part of Finkelstein's argument concerns the value of the Supermanager training protégés who go on to excel elsewhere. This no doubt happens and the training and recommendations of the mentor may help to explain it - but what is really new about that? Again, if we do not know much about what constitutes good management besides aggregate results, is it surprising that managers with experience at successful firms will be seen as valuable elsewhere? In a risk averse management world, why not hire someone who has served time with a winner? Why is this new?
The case studies have some interesting details, but the individuals that Finkelstein focuses upon have had well publicized careers - to say the least. The industries selected are varied, but do we really need more analyses of football team success or high end gourmet restaurants? ... And is there something else to be said about Larry Ellison's management style that hasn't been said? Not here.
The conceptual problem is that the book sets up Supermanagers as unique industry transforming individuals who do not follow standard human resource scripts but instead display an intense intuitive grasp of the business. Having defined one's phenomena that way, it is somewhat disconcerting to continue into the book and find a fairly standard trade approach to the topic in which a few fairly straightforward arguments are repeated numerous times, with breaks taken to drop a few more names of the business deity. If it is what is claimed, it does not strike me as something that can be neatly summed up in some HBR articles/chapters.
I get the idea. Apprenticeship ideas in management are under examined, even though this sort of behavior has been common at the top consulting firms for decades. It is OK as these books go, but I expected a bit more and was disappointed.
.....that is at least what the claim is, but upon closer examination this book is very disappointing. If these managers are so unique - and that is the claim -- then conducting structured interviews with a bunch of them and their protégés will not necessarily provide much insight into what they do or how the uninitiated can join the club.
Top managers have been the focus of business research for a very long time and to this day little is really known about them. Anyone who is curious should go and read Chester Barnard's "The Functions of the Executive" or some essays by Mary Parker Follett. It is very unclear to me that current studies of top management have much more to add to what we know than these early classics. This is a theoretical problem and not a matter of bad research - although there has been plenty of that. Many of not most of the systems of firms and large organizations have been rationalized and standardized through the use of bureaucratic rules and a variety of analytic scheme, from accounting systems, to corporate finance, to various decision science schemes, As the firm has become more rationalized, the top of the firm is where these different subsystems come together in order for the entire firm to function in a consistent fashion. That integration will of necessity be less rationalized and highly idiosyncratic so that a given firm can function in a given setting facing a specific set of problems. It is hard to come up with a standard routine way of organizing decisions at the top of the firm, which makes the result inherently less organized, messier, and fuzzier for managers. These are the decision areas that Finkelstein is concerned with and it is very hard to come up with a general approach to what such Supermanagers do, since it will depend greatly on the time, the location, and particular business, and the people. Finkelstein notes this in his introduction and then proceeds to offer a standardized and general approach for learning from these special managers that does away with all the complexity. One cannot have it both ways.
This problem is clear from the initial identification of Supermanagers onward. That the individuals discussed are top (super)managers is made clear by their firm's performance - even though how top managers contribute to that performance is less clear. Given a strong performance record, if one goes around asking managers and their protégés the reasons for their success, it is certain that reasons will be provided that focus on the knowledge, skills, and personal attributes of the managers. "Dumb luck" or the mistakes of others are seldom cited as reasons for one's success? The fundamental attribution error remains alive and well in top management research.
The second part of Finkelstein's argument concerns the value of the Supermanager training protégés who go on to excel elsewhere. This no doubt happens and the training and recommendations of the mentor may help to explain it - but what is really new about that? Again, if we do not know much about what constitutes good management besides aggregate results, is it surprising that managers with experience at successful firms will be seen as valuable elsewhere? In a risk averse management world, why not hire someone who has served time with a winner? Why is this new?
The case studies have some interesting details, but the individuals that Finkelstein focuses upon have had well publicized careers - to say the least. The industries selected are varied, but do we really need more analyses of football team success or high end gourmet restaurants? ... And is there something else to be said about Larry Ellison's management style that hasn't been said? Not here.
The conceptual problem is that the book sets up Supermanagers as unique industry transforming individuals who do not follow standard human resource scripts but instead display an intense intuitive grasp of the business. Having defined one's phenomena that way, it is somewhat disconcerting to continue into the book and find a fairly standard trade approach to the topic in which a few fairly straightforward arguments are repeated numerous times, with breaks taken to drop a few more names of the business deity. If it is what is claimed, it does not strike me as something that can be neatly summed up in some HBR articles/chapters.
I get the idea. Apprenticeship ideas in management are under examined, even though this sort of behavior has been common at the top consulting firms for decades. It is OK as these books go, but I expected a bit more and was disappointed.
Read
January 21, 2022What this book is about?
As I was reading this book, I was having goosebumps or at least some electric feelings because I always aspired to be a great teacher, leader and in the language of this book, a Superboss and the author seems to have figured out exactly how. Each page thrilled me. It has been 5 years I read the book but the feeling is still fresh in my memory although the content is blur. Yet after a quick refreshing, I recollected most of the key points and realized that I applied some but had forgotten many.
A superboss is a boss who produces bosses on a large scale beyond chance. In this book, the author collected examples from USA and Europe in variety of sectors from technology to hospitality.
The framework here is of 7 Superbosses Key Ideas:
1 Superbosses Key Idea #1: Superbosses come in three shades
2 Superbosses Key Idea #2: Every superboss has a clear, bold vision, is brutally competitive and fears nothing.
3 Superbosses Key Idea #3: The magnetic charisma of a superboss is based on an individual’s integrity and authenticity.
4 Superbosses Key Idea #4: Superbosses are looking for employees who “get it,” demonstrating intelligence and creativity.
5 Superbosses Key Idea #5: Superbosses challenge and encourage employees to push harder and strive for more.
6 Superbosses Key Idea #6: Boost teamwork by creating powerful bonds and nurturing a little competitive spirit, too.
7 Superbosses Key Idea #7: Use the three questions of the “superboss quotient” to lead you toward becoming a better boss.
Now lets explore in a bit more details:
1 Superbosses Key Idea #1: Superbosses come in three shades
It would be wrong the think a superboss is a kind, meek, generous, easy person. The final outcome of any superboss is one: the apprentice becomes an endowed boss himself. The process however can be shady. The superboss can be a ruthless, mean, scheming and a slave driver, here called , “iconoclastic bastard”. He can also be a “nurturer”: calm, calculating, the typical kung ku master in chinese movies. Apparently the effect on the employees is the same: they are pushed to excel.
2 Superbosses Key Idea #2: Every superboss has a clear, bold vision, is brutally competitive and fears nothing.
Confusion is the enemy of leadership. Clarity is needed to be a leader. Superbosses have be great leaders who are not easily confused and can see the big picture. They are achievers and love to compete. Mainly they are brave and stand their ground. These characteristics can’t be ignored by anyone. They are also highly transferable by superbosses who communicate them directly and indirectly to their employees.
3 Superbosses Key Idea #3: The magnetic charisma of a superboss is based on an individual’s integrity and authenticity.
See you will never be a superboss if you are a crook or have loose morals. You might be a great boss, a great leader but you will never be able to pass on the memes of boss to followers. If you are not honorable then that will also not be high on your ‘to do’ list. However if you want to leave legacy of bosses who recall you as their mentor on the pyre or coffin, then have integrity and be authentic.
4 Superbosses Key Idea #4: Superbosses are looking for employees who “get it,” demonstrating intelligence and creativity.
Garbage in Garbage out. Superbosses are no idiots. They know not all of their employees have the qualities to excel as bosses. So they filter a lot like a babaji in the himalayas won’t take any disciple just because he begs or even commits suicide for him. Superbosses among many qualities look for intelligence and creativity.
5 Superbosses Key Idea #5: Superbosses challenge and encourage employees to push harder and strive for more.
This is a no brainer so i won’t explain further on this.
6 Superbosses Key Idea #6: Boost teamwork by creating powerful bonds and nurturing a little competitive spirit, too.
This is a tricky part for anyone but superbosses know how to play the hearts of their employees like a violin. First they encourage team spirit, commaderi among the staffs. Then they plant the seeds of competition. However the other way round usually doesnot work, ie. first make them compete then collaborate.
7 Superbosses Key Idea #7: Use the three questions of the “superboss quotient” to lead you toward becoming a better boss.
They are:
1 Do you have a vision for your business that inspires you, and do you use this vision to energize and inspire your team?
2 Do team members feel close to each other, are they comfortable with one another?
3 How much time do you spend helping employees learn?
Again the importance of this last key idea is self-evident. However I want to emphasize that being a superboss is not only about action but more about ‘brains and hearts’. Without a learning attitude no one can have a visions, understand people as a team and know how to help them to succeed so you can succeed.
Finally,
the author recommends us ot take a superboss day once a week. We are pressed with our own daily Job Description and other pressures. So implementing one or more of the 7 key ideas may be impractical, but committing one day a week, is not.
How is it useful to you in your :
Life
x
Business
This book is a must if you have great ambitions of becoming a tycoon. I know many who aspire to be super rich. But mind you that to be a tycoon you need at least 100 bosses like you who can reflect your leadership on to the remaining other SBU’s (Single Business Unit) and people. You might have the positions filled but if you are a lousy boss then your other bosses won’t be better and will have even a lousier leadership style than you. Take my word, have some humility, assess your leadership style, discover how you too can be a superboss. I promise you will be happier, sleep better and earn more.
Career
Some people might be opposed to the concept of superboss as it means creating competition, the next boss who will topple you. But as with many examples in this book, and many real life example of my own, creating bosses might add a competitor but the relationship will be one of guru-chela. So one day when all the world will fall on you, these employees you turned into competitors will save you directly or directly. The most powerful effect is ‘positive gossip’. They will sing your praises to customers, suppliers, community. The rest , I am sure I don’t have to expound.
Conclusion
Corona pandemic is not plateauing still but death rates are low everywhere so it is some consolation.
I think after 39 book reviews, I have become more fluent in writing. What do you think of this review. I was able to mix my own perspectives more boldly. I hope I was not appearing too offensive or proudy.
This book’s title attracted me at a book shop. I too secretly wanted to be a leader of leaders, king of kings since my youth. At that age it seemed crazy, a wild idea. But as I pursued a work life, I realize that may be it was not so crazy after all and may be i am destined to one day be a king of kings. But my power would not come from money, army or politics but from knowledge and my ability to transfer it easily.
Lets see. For now I am enjoying life in a pandemic: read, exercise, write, meditate, family.
As I was reading this book, I was having goosebumps or at least some electric feelings because I always aspired to be a great teacher, leader and in the language of this book, a Superboss and the author seems to have figured out exactly how. Each page thrilled me. It has been 5 years I read the book but the feeling is still fresh in my memory although the content is blur. Yet after a quick refreshing, I recollected most of the key points and realized that I applied some but had forgotten many.
A superboss is a boss who produces bosses on a large scale beyond chance. In this book, the author collected examples from USA and Europe in variety of sectors from technology to hospitality.
The framework here is of 7 Superbosses Key Ideas:
1 Superbosses Key Idea #1: Superbosses come in three shades
2 Superbosses Key Idea #2: Every superboss has a clear, bold vision, is brutally competitive and fears nothing.
3 Superbosses Key Idea #3: The magnetic charisma of a superboss is based on an individual’s integrity and authenticity.
4 Superbosses Key Idea #4: Superbosses are looking for employees who “get it,” demonstrating intelligence and creativity.
5 Superbosses Key Idea #5: Superbosses challenge and encourage employees to push harder and strive for more.
6 Superbosses Key Idea #6: Boost teamwork by creating powerful bonds and nurturing a little competitive spirit, too.
7 Superbosses Key Idea #7: Use the three questions of the “superboss quotient” to lead you toward becoming a better boss.
Now lets explore in a bit more details:
1 Superbosses Key Idea #1: Superbosses come in three shades
It would be wrong the think a superboss is a kind, meek, generous, easy person. The final outcome of any superboss is one: the apprentice becomes an endowed boss himself. The process however can be shady. The superboss can be a ruthless, mean, scheming and a slave driver, here called , “iconoclastic bastard”. He can also be a “nurturer”: calm, calculating, the typical kung ku master in chinese movies. Apparently the effect on the employees is the same: they are pushed to excel.
2 Superbosses Key Idea #2: Every superboss has a clear, bold vision, is brutally competitive and fears nothing.
Confusion is the enemy of leadership. Clarity is needed to be a leader. Superbosses have be great leaders who are not easily confused and can see the big picture. They are achievers and love to compete. Mainly they are brave and stand their ground. These characteristics can’t be ignored by anyone. They are also highly transferable by superbosses who communicate them directly and indirectly to their employees.
3 Superbosses Key Idea #3: The magnetic charisma of a superboss is based on an individual’s integrity and authenticity.
See you will never be a superboss if you are a crook or have loose morals. You might be a great boss, a great leader but you will never be able to pass on the memes of boss to followers. If you are not honorable then that will also not be high on your ‘to do’ list. However if you want to leave legacy of bosses who recall you as their mentor on the pyre or coffin, then have integrity and be authentic.
4 Superbosses Key Idea #4: Superbosses are looking for employees who “get it,” demonstrating intelligence and creativity.
Garbage in Garbage out. Superbosses are no idiots. They know not all of their employees have the qualities to excel as bosses. So they filter a lot like a babaji in the himalayas won’t take any disciple just because he begs or even commits suicide for him. Superbosses among many qualities look for intelligence and creativity.
5 Superbosses Key Idea #5: Superbosses challenge and encourage employees to push harder and strive for more.
This is a no brainer so i won’t explain further on this.
6 Superbosses Key Idea #6: Boost teamwork by creating powerful bonds and nurturing a little competitive spirit, too.
This is a tricky part for anyone but superbosses know how to play the hearts of their employees like a violin. First they encourage team spirit, commaderi among the staffs. Then they plant the seeds of competition. However the other way round usually doesnot work, ie. first make them compete then collaborate.
7 Superbosses Key Idea #7: Use the three questions of the “superboss quotient” to lead you toward becoming a better boss.
They are:
1 Do you have a vision for your business that inspires you, and do you use this vision to energize and inspire your team?
2 Do team members feel close to each other, are they comfortable with one another?
3 How much time do you spend helping employees learn?
Again the importance of this last key idea is self-evident. However I want to emphasize that being a superboss is not only about action but more about ‘brains and hearts’. Without a learning attitude no one can have a visions, understand people as a team and know how to help them to succeed so you can succeed.
Finally,
the author recommends us ot take a superboss day once a week. We are pressed with our own daily Job Description and other pressures. So implementing one or more of the 7 key ideas may be impractical, but committing one day a week, is not.
How is it useful to you in your :
Life
x
Business
This book is a must if you have great ambitions of becoming a tycoon. I know many who aspire to be super rich. But mind you that to be a tycoon you need at least 100 bosses like you who can reflect your leadership on to the remaining other SBU’s (Single Business Unit) and people. You might have the positions filled but if you are a lousy boss then your other bosses won’t be better and will have even a lousier leadership style than you. Take my word, have some humility, assess your leadership style, discover how you too can be a superboss. I promise you will be happier, sleep better and earn more.
Career
Some people might be opposed to the concept of superboss as it means creating competition, the next boss who will topple you. But as with many examples in this book, and many real life example of my own, creating bosses might add a competitor but the relationship will be one of guru-chela. So one day when all the world will fall on you, these employees you turned into competitors will save you directly or directly. The most powerful effect is ‘positive gossip’. They will sing your praises to customers, suppliers, community. The rest , I am sure I don’t have to expound.
Conclusion
Corona pandemic is not plateauing still but death rates are low everywhere so it is some consolation.
I think after 39 book reviews, I have become more fluent in writing. What do you think of this review. I was able to mix my own perspectives more boldly. I hope I was not appearing too offensive or proudy.
This book’s title attracted me at a book shop. I too secretly wanted to be a leader of leaders, king of kings since my youth. At that age it seemed crazy, a wild idea. But as I pursued a work life, I realize that may be it was not so crazy after all and may be i am destined to one day be a king of kings. But my power would not come from money, army or politics but from knowledge and my ability to transfer it easily.
Lets see. For now I am enjoying life in a pandemic: read, exercise, write, meditate, family.
February 6, 2017
When my boss recommended and lent this book to me i thought: oh another management book, great... But i found just what i needed, examples of great people, people i can aspire to be.
This book does an analysis of the traits the best bosses in the world have, to my surprise is not about them, it is all about what they can do for their employees that makes them great, their positive influence on other is what makes them successful, this is mentioned over and over again with many different examples.
In this time of my life where i have the honor to lead a team i feel super energized by this book to be the best boss possible for them and with them succeed.
This book does an analysis of the traits the best bosses in the world have, to my surprise is not about them, it is all about what they can do for their employees that makes them great, their positive influence on other is what makes them successful, this is mentioned over and over again with many different examples.
In this time of my life where i have the honor to lead a team i feel super energized by this book to be the best boss possible for them and with them succeed.
May 21, 2019
Even though I am far from being a boss but I do find the perspective this book provides to be quite enlightening. It is definitely nice to understand from the viewpoints of the managers/bosses so that being employees we can work better together to achieve the same goals. So here are the takeaways:
1. understanding working style differences
- how she/he like to feedback?
- How she handles conflict?
- Key priorities outside work, how to structure work so she can complete all priorities
- When is he least productive
- What support he like to receive from others
- Preferences on communication
2. important for an organisation to promote both collaboration and competition
I can draw parallel of this point between work settings and also the voluntary camp facilitation work that I do. As a group leader, I have to help my participants work together cohesively, but also instil the drive and competitiveness to win and succeed together. This is something I will continue to tweak and figure out.
Overall it's a nice book, and I do hope to reread the book again when I move up to a more senior position.
1. understanding working style differences
- how she/he like to feedback?
- How she handles conflict?
- Key priorities outside work, how to structure work so she can complete all priorities
- When is he least productive
- What support he like to receive from others
- Preferences on communication
2. important for an organisation to promote both collaboration and competition
I can draw parallel of this point between work settings and also the voluntary camp facilitation work that I do. As a group leader, I have to help my participants work together cohesively, but also instil the drive and competitiveness to win and succeed together. This is something I will continue to tweak and figure out.
Overall it's a nice book, and I do hope to reread the book again when I move up to a more senior position.
November 13, 2019
Superbosses: How Exceptional Leaders Master the Flow of Talent
"Superbosses is the rare business book that is chock full of new, useful, and often unexpected ideas. After you read Finkelstein's well-crafted gem, you will never go about leading, evaluating, and developing talent in quite the same way."--Robert Sutton, author of Scaling Up Excellence and The No Asshole Rule
"Maybe you're a decent boss. But are you a superboss? That's the question you'll be asking yourself after reading Sydney Finkelstein's fascinating book. By revealing the secrets of superbosses from finance to fashion and from cooking to comic books, Finkelstein offers a smart, actionable playbook for anyone trying to become a better leader."--Daniel H. Pink, author of To Sell Is Human and Drive
A fascinating exploration of the world's most effective bosses--and how they motivate, inspire, and enable others to advance their companies and shape entire industries, by the author of How Smart Executives Fail. A must-read for anyone interested in leadership and building an enduring pipeline of talent.
https://www.fahasa.com/
"Superbosses is the rare business book that is chock full of new, useful, and often unexpected ideas. After you read Finkelstein's well-crafted gem, you will never go about leading, evaluating, and developing talent in quite the same way."--Robert Sutton, author of Scaling Up Excellence and The No Asshole Rule
"Maybe you're a decent boss. But are you a superboss? That's the question you'll be asking yourself after reading Sydney Finkelstein's fascinating book. By revealing the secrets of superbosses from finance to fashion and from cooking to comic books, Finkelstein offers a smart, actionable playbook for anyone trying to become a better leader."--Daniel H. Pink, author of To Sell Is Human and Drive
A fascinating exploration of the world's most effective bosses--and how they motivate, inspire, and enable others to advance their companies and shape entire industries, by the author of How Smart Executives Fail. A must-read for anyone interested in leadership and building an enduring pipeline of talent.
https://www.fahasa.com/
April 4, 2020
“Superbosses are innovative visionaries who compete to win. They are strong-minded, imaginative, authentic people...they get in the trenches with protégés, leading by example and giving them the personalized attention they require to move up quickly...Imagine a world where the work you do really matters. Where the person whom you call your boss changes your life by helping you accomplish more than you ever thought possible. Where your own opportunities would multiply in ways you may have been afraid to even dream of...Superbosses prove that we don’t have to settle for mediocrity in our careers or in the teams and companies we lead. We can find workplaces that don’t push us down or smother our own spark of genius.”
Makes me long for a superboss. Makes me reflect on the time with and glimpses of superbosses I’ve been lucky enough to have in my career...the high-performing culture, the common vision, the team bonds, the telepathic communication, the eternal network...
Makes me long for a superboss. Makes me reflect on the time with and glimpses of superbosses I’ve been lucky enough to have in my career...the high-performing culture, the common vision, the team bonds, the telepathic communication, the eternal network...
October 23, 2024
I’m amazed this book received so many positive reviews. Much of the book is spent name dropping famous people and correlating their company or team’s success directly with the individual leader when I’m not sure that correlation is so easily justified.
I also found the book to be inconsistent. At times it seemed like there was an attribution bias that lead behaviors in some people to be considered exemplary of superbosses while that same behavior observed in another person was indicative of a bad or mediocre boss. To be honest, some of the behaviors seemed borderline toxic.
I couldn’t help but question the author’s judgement which then led me to question the conclusions of the entire book.
While there may be some lessons in this book, you’re better off reading about those same things elsewhere.
I also found the book to be inconsistent. At times it seemed like there was an attribution bias that lead behaviors in some people to be considered exemplary of superbosses while that same behavior observed in another person was indicative of a bad or mediocre boss. To be honest, some of the behaviors seemed borderline toxic.
I couldn’t help but question the author’s judgement which then led me to question the conclusions of the entire book.
While there may be some lessons in this book, you’re better off reading about those same things elsewhere.
January 6, 2018
This book attempts to identify the similarities between bosses that have a great deal of success in not only running a business, but also in hiring, retaining, and motivating exceptional employees. The author accomplishes this through his many different stories of people that exhibit the traits of a superboss. This approach exposes the readers to some techniques that are characteristic of superbosses, but is far from a "how to" guide for those wanting to follow in the footsteps of the greats mentioned in this book.
If you are looking for a step-by-step guide on how to become a superboss, you will be disappointed. However, if you are looking for some entertaining anecdotes that will give you ideas about new ways to work with your team, this book is a worthwhile read.
If you are looking for a step-by-step guide on how to become a superboss, you will be disappointed. However, if you are looking for some entertaining anecdotes that will give you ideas about new ways to work with your team, this book is a worthwhile read.
February 21, 2020
I was surprised by how compelled I was by this book. While Superbosses was very repetitive, by the end I was left inspired to try the last chapter's recommendations and to quiz myself to see what I do (and don't do) that's like a "Superboss." As someone who loves comedy, the many anecdotes from SNL and Late Night shows kept me engaged. There are stories about how leaders create cult-like communities -- like Ralph Lauren -- which emphasized their obsession with their work, and how the networks Superbosses create might be the most important thing about them. But once the reader understands Superbosses are paradoxes -- by the first 50 pages of the book -- it becomes less about learning how to become a Superboss and more about the amusing legacies these select leaders left behind.
June 27, 2021
While interesting, I had a lot of problems with this book. A lot of super boss behavior seems to encourage an unhealthy relationship with work. Other behavior seems likely to be categorized under what she calls regular (bad ) bosses, but the difference in context isn't clear. But my biggest issue is that while all of her case studies may have demonstrated some of these behaviors, she doesn't acknowledge all the failed bosses who have tried but are disliked by their employees - ie this book assumes do these and you will be successful, whereas I've seen this behaviors implemented with the opposite result. This book might be ok to a new manager, though I'd recommend other management books first.
February 6, 2017
1) This book was published in 2016.
Hilary Clinton was one of the 12 people cited as being an example of a superboss.
Donald Trump was the only person who was cited as being an example of a bad boss.
(Disclaimer: I only read the first 40% of the book)
2) I desperately wanted to like this book when I picked it up.
The same generalities are repeated through out the book - I believe the same thing could have been written in 10-20 pages.
This is the first book that I have marked as 'read' on goodreads without reaching till the last page - it was getting so repetitive that I guess reading 40% was equivalent to reading the whole.
3) I personally like story-telling to emphasize ideas and concepts.
While this book is full of anecdotes - but most of them are rather bland to leave any impression.
Hilary Clinton was one of the 12 people cited as being an example of a superboss.
Donald Trump was the only person who was cited as being an example of a bad boss.
(Disclaimer: I only read the first 40% of the book)
2) I desperately wanted to like this book when I picked it up.
The same generalities are repeated through out the book - I believe the same thing could have been written in 10-20 pages.
This is the first book that I have marked as 'read' on goodreads without reaching till the last page - it was getting so repetitive that I guess reading 40% was equivalent to reading the whole.
3) I personally like story-telling to emphasize ideas and concepts.
While this book is full of anecdotes - but most of them are rather bland to leave any impression.
June 30, 2019
I highly recommend this book to all interviewees ahead of answering the question, "why do you want to work here?" or "why do you want to work for me?" Plenty of material to help frame the request of working for someone you admire.
I've long been supportive of the apprenticeship model. Too bad it's no longer en vogue. If you find someone you admire, doing something you're passionate about, there's no alternative for aligning yourself with them. I definitely benefited from the suggestions of recognizing and even becoming a Superboss.
I've long been supportive of the apprenticeship model. Too bad it's no longer en vogue. If you find someone you admire, doing something you're passionate about, there's no alternative for aligning yourself with them. I definitely benefited from the suggestions of recognizing and even becoming a Superboss.
June 18, 2023
The subject matter was definitely interesting, as were the stories. But the book itself would've been equally effective as a long article. I would've loved more organization around the anecdotes and stories. The book seemed like a random mishmash and even though I figured we were reading new examples, I had the distinct feeling they were being repeated, cause the structure made it feel so.
A book like this serves as an inspiration for things to try, and the loose framework is helpful for organizing it in your head, but beyond that, there's not much I got from this book.
A book like this serves as an inspiration for things to try, and the loose framework is helpful for organizing it in your head, but beyond that, there's not much I got from this book.
March 22, 2018
Me encantó este libro. Para quienes empezamos a desempeñarnos en cargos directivos y de gestión, este libro da orientaciones claras y simples para generar transformaciones en los contextos en que trabajamos. Fundamental la recuperación de los sentidos de nuestras tareas y esa "intuición" que descubrimos en nosotros cuando estamos conectados plenamente con lo que hacemos.
Recomiendo su lectura definitivamente.
Recomiendo su lectura definitivamente.
October 27, 2018
The book highlights unconventional competencies of hyper-successful leaders who develop other highly successful leaders and mentors. While the concept is interesting and almost compelling, the writing style lacks organization and spends significant page space to document the talent webs of these leaders which could have been summarized as a few charts in the appendix. I wanted to love this book, however the reader has to work too hard to pull out the golden nuggets.
January 30, 2023
While there are some good points in this book, there is an over glorification of poor boundaries and hustle culture that is making people sick. This book isn’t looking to the leaders of the future (with a few exceptions, mostly the female examples), but focusing on what has “worked” in the past. Much of what is shared here won’t stand in the current wave of change we are undergoing with how people relate to their work.
August 6, 2025
Interesting concept, but not exactly surprising. The idea that certain leaders cultivate exceptional talent and shape industries makes sense, and in some ways, it confirms what many of us have already seen in practice.
What stood out more was the pattern recognition: how these leaders hire, challenge, and stretch people. Still, I found myself nodding more than learning. A good reminder of what bold, people-centered leadership can look like, but not quite the game-changer i was expecting.
What stood out more was the pattern recognition: how these leaders hire, challenge, and stretch people. Still, I found myself nodding more than learning. A good reminder of what bold, people-centered leadership can look like, but not quite the game-changer i was expecting.
June 16, 2017
Even a 5 star would be an under rating for the book. This is a book that you have to chew word by word. Though there isn't a manual of things that need to done, directly in the book there are loads of wisdom in each and every page. Becoming a Superboss is easy provided we are up to creating the necessary balance between our ego, teaching ability and others...
December 11, 2017
A nice book that should be able to help me in setting up my company as an open attractive learning environment and how it helps to let people grow as employees and as persons.
Only could have done with a bit less repitition and some more concrete focus on tools that help apply the lessons in real life for bosses around.
Only could have done with a bit less repitition and some more concrete focus on tools that help apply the lessons in real life for bosses around.
January 11, 2018
I was expecting more from the book, reading the reviews on the cover! But felt that it hardly offers any insight. Most of the examples are American and not that well known outside of USA. Felt like it was just repeating the same points throughout the book. The writing style is also not engaging at all. I just ran towards the end to just get it over with it.
December 19, 2020
This book was a horrible read. I had the hardest time being interested or picking it up at all. The concept is great and the few areas I could get into was cool. However this happened so infrequently and was always abruptly ended. Too many names and things that just made the point of the book fall to the back burner.
February 25, 2021
The author repeats himself all the time and writes in a non compelling fashion. I gave it till half way and stopped. Honestly, I got irritated by the repetitions, the unnecessary listing of all the companies the superbosses founded, etc. I learned nothing from this book, you can better listen to How I built this from Guy Raz!
June 1, 2023
It was a fine book. Some interesting tips of how to become a better manager, or superboss.
Many of the examples of cases of superbosses were interesting and appeling, but sometimes i felt the subject was getting longer just to enhance the chapter.
Almost all the reading in entertained, you can take some good tips from the book.
Many of the examples of cases of superbosses were interesting and appeling, but sometimes i felt the subject was getting longer just to enhance the chapter.
Almost all the reading in entertained, you can take some good tips from the book.
June 24, 2018
Had very high hopes for Sydney Finkelstein. The first chapters of the book are very sleepy and used the word boss/superboss very too often without any aid for the readers to help understand the author's purpose. Points were weak and barely believable.
April 18, 2019
What an excellent book. My husband came home with this book and I have been spouting the knowledge of this book all week long, my colleagues probably are sick of it! But it makes sense. Now I need to go forth and get it done.
May 15, 2019
Not really the best book. Felt very repetitive, without offering a ton of information. Wasn't a huge fan of the book, and felt it would be more of a play-by-play of a good manager, and how to manage talent. I felt like a kept reading through the book without really picking up anything.
September 11, 2019
Arq
Me ha gusta lo fácil y sencillo
El reto para crecer y tratar en todo lo posible a nuestros colegas y subordinados a crecer y que sean mejores
La exigencia es excelente y combinada con trato personal hace una combinación poderosa
Me ha gusta lo fácil y sencillo
El reto para crecer y tratar en todo lo posible a nuestros colegas y subordinados a crecer y que sean mejores
La exigencia es excelente y combinada con trato personal hace una combinación poderosa
June 7, 2021
I really had no business reading this book. I also have no business giving it a low review but... it just didn't apply to me. It made me exhausted just imagining having to work for one of these guys, let alone trying to BE one.
March 27, 2022
Someone else said the whole book could have been an article. I agree. Found myself picking out a few lines here and there in each chapter. Wouldn’t bother reading it…just grab the summary notes online.
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