INDEX
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Page numbers in italics refer to a table.
accessibility of superbosses, 108–10
accountability, 137–38
adapting organizations to new talent, 51–53
advancement of employees, 7, 131–33, 143, 201
adversity, reframing of, 154–55
African Americans, 23
Alburty, Steve, 93, 115, 175–76, 177, 186
alumni networks, 171–96
building, 192–96
and Chez Panisse, 171–74
degrees of formality in, 185–86
of McKinsey, 210–11
as priority for superbosses, 174
and promotion of protégés’ careers, 180–82
and superboss-protégé relationship, 175–80
and superboss quotient, 202, 207
and talent spawning, 192
apprentices. See master-apprentice relationships
Arledge, Roone, 95–96
arrogance, reputation for, 51
authenticity, as superboss attribute, 31–32
autonomy, granted by superbosses, 136–37
Bertolli, Paul, 57
Big Personality paradox, 141–42
Blankenship, C. Ronald, 20, 65, 68
Brinker, Norman
and advancement of employees, 148
alumni networks of, 185
autonomy cultivated by, 136–37
confidence of, 30
and customer feedback, 96
and employee retention, 54
failures of, 93
flexibility emphasis of, 44
hands-on style of, 111
and hiring practices, 43
innovative approach of, 89, 90–92, 97
and leadership opportunities, 142
as Nurturer, 29
relationships with protégés, 178–79
superboss status, 5
career development, commitment to, 134
Cesarani, Sal, 62–63, 64, 79, 95
change, demand for, 98–101
character traits of superbosses, 30–33
Chez Panisse
alumni network of, 174, 178, 185
and employee departures, 171–73
and interviews, 57
magnetism of, 55–56
talent fostered at, 1–3
Chiat, Jay
and adaption of company to new talent, 52
and advancement of employees, 131
alumni networks of, 185
and bureaucracy, 116
and departures of employees, 187
drive to improve, 95
egalitarian style of, 115
and employee retention, 54
influence of, 123
innovative approach of, 92, 93
management style of, 27
motivational skills of, 76
relationships with protégés, 177, 178
search for talent, 45–46
superboss status, 5
and team cultivation, 162
Child, Julia, 190–91
“chosen people” group identity, 154
churn, employee, 53–54, 58, 193, 199
Clinton, Hillary, 5, 181–82, 189, 208
clustering effect, 167–68
Colbert, Stephen, 20–21, 214–16
Coleman, Chase, 67, 127–31, 134, 145, 164
collaboration, 151, 152, 159, 164–65, 169, 201
Collins, Jim, 99
common characteristics of superbosses, 25–26
competitiveness
cultivation of, 168
in Motown, 163–64
on SNL set, 150–51
of superbosses, 30
and superboss quotient, 201
Corman, Roger, 19–20
alumni networks of, 185
and arrogance, 51
flexibility emphasis of, 44
forward thinking of, 97
and high turnover, 53
and hiring practices, 43, 45, 46
and Howard, 133–34
management style of, 27
relationships with protégés, 177
and success of employees, 191
superboss status, 5
trust in employees, 93
criticism of superbosses, 69
curiosity, 95
customer feedback, 96
Daily Show, The, 20–21, 132, 157, 189, 215
Davis, Miles
ability to share the spotlight, 141
acknowledgement of others’ contributions, 160
and adding new talent, 52–53
childlike fascination of, 25
and drive to improve, 94
fearlessness of, 93
focus of, 33
as Iconoclast, 25–26
interview techniques of, 46–47
and learning from younger musicians, 144
personality of, 23–24
success of, 34
and success of Coltrane, 50–51
superboss status, 5
and tailoring management, 134
talent cultivated by, 22
as teacher, 119
vision of, 73
delegation
Hands-On Delegators, 140–41
and superboss quotient, 201, 207
and team cultivation, 168
departures of employees
attitudes toward, 53–54, 174, 187–88, 193, 207
positive nature of, 53–54, 199
and succession plans, 193–94
and superboss quotient, 201, 207
and turnover in companies, 53–54
See also alumni networks
diversity
racial, 10
of superbosses, 24
Drexler, Mickey, 96–97
egalitarianism, 113–17, 139, 157
egos, in superbosses vs. Bossy Bosses, 31
Ellison, Larry
and advancement of employees, 131, 133
and challenging employees, 49
and committment of employees, 144
competitiveness of, 27
and high turnover, 53
and hiring practices, 42, 43, 44, 45, 47, 51
integrity of, 31
and internal competition, 164
magnetism of, 55
management style of, 27–28
motivational skills of, 65
relationships with protégés, 177, 178, 187
success of, 34
and success of employees, 142
superboss status, 5
evaluations of employees, 194
Evans, Bill, 26, 119, 134, 188
expectations of superbosses, 65–69, 213
failure, 92–94, 136–37, 138, 201
Frist, Tommy
accessibility of, 110
and advancement of employees, 131, 133
alumni network of, 179, 186, 195
authenticity of, 32
expectations of, 65
as godparent of alumni, 187
hands-on style of, 111
loyalty to, 64
as Nurturer, 29
superboss status, 5
teaching by example, 120
Gladwell, Malcolm, 146
Glorious Bastards, 26–28, 50, 107, 177
godparent role of superbosses, 177, 180, 185, 187, 193, 208, 216
Gordy, Berry, 162–63
Gretzky, Wayne, 216–17
Halgin, Dan, 174
Hambrick, Don, 78
Hancock, Herbie, 26, 46–47, 119
Hands-On Delegators, 127–48
methods of, 140–41
Hastings, Reed, 194
hierarchy, 113–17, 124, 157, 207
hiring practices
and ability to “get it,” 42, 45
and adapting to new talent, 51–53
and already-successful candidates, 51
at Chez Panisse, 39–41
creativity emphasis in, 43
finding unusual talent, 42, 49–50, 58, 98, 121, 156
first-tier prospects passed by, 48
and flexibility, 44
and high turnover, 53–54
and intelligence, 42–43
and interview techniques, 37–38, 43, 45–46, 58
opportunism in, 46
and qualifications, 45
and searching for candidates, 45–46
and superboss culture, 209
Howe, Gordie, 216–17
Iconoclasts, 25–26
identification of superbosses, 18–19
improvement, constant drive for, 94–98
industry trends, 21
innovation and openness
central importance of, 88
creating safe environments for, 92–94
and “cult” work culture, 156
and demand for change, 98–101
and drive to improve, 94–98
encouraging risk taking, 88–92
expectations of, 81–83
Lucas’s demand for, 82–83
and solicitation of opinions, 88
instant replay technology, 95–96
integrity, 31
interview techniques, 37–38, 43, 45–46, 58
Keller, Thomas, 2, 51, 112, 191
Kraft, 108–9, 115, 142, 156, 159, 191
Lauren, Ralph
alumni network of, 196
background of, 24
and “cult” work culture, 153–54, 156
and hiring practices, 42, 46, 52
as Iconoclast, 25
and intelligence, 42
and learning from protégés, 144
micromanagement of, 140
motivational skills of, 67, 79
and opinions of others, 138–39
passion of, 68
relationships with protégés, 177, 178
and remaining current, 95
single-mindedness of, 79
success of, 33
superboss status, 5
talent spawned by, 4
as visionary, 31
Leading Change (Kotter), 98–99
Lee, Stan, 5, 135–36, 155, 160
legacies, 217–19
Leno, Jay, 166
Leonardo da Vinci, 104–5
Letterman, David, 166
Lippert, Seen, 1, 57, 87–88, 173
listening skills, 138
Lucas, George
accessibility of, 111
alumni networks of, 185–86
autonomy cultivated by, 137
confidence of, 70–71
expectations of, 82–83
fearlessness of, 93
hands-on style of, 112
and high turnover, 54
as Iconoclast, 25
and innovation, 82–83
and job descriptions, 52
magnetism of, 56
micromanagement of, 140
superboss status, 5
work environment of, 157
McGraw, Phil, 183–84
managers, development of, 106, 206–9
Mary Kay cosmetics, 168
master-apprentice relationships, 103–26
and accessibility of mentors, 108–10
benefits of, 123
declining opportunities for, 105
and Glorious Bastards, 107
and hands-on style of leadership, 111–12
implementation of, 124–26
and performance results, 107
reciprocity in, 145
and subject-matter expertise, 112
and teaching style, 117–23
of Verrocchio, 103–5
and West Coast–style management, 113–17
meetings, attitudes toward, 116, 207, 210
memos, banning or retention of, 116
Michaels, Lorne
careers launched by, 149–50
confidence of, 70
and drive to change/improve, 94
expectations of, 65
hands-on delegation of, 141
as Iconoclast, 25
and intelligence, 42–43
and internal competition, 164
interview techniques of, 46
magnetism of, 56
micromanagement of, 140
office hours of, 68
and returning cast members, 182
and roles of employees, 52
superboss status, 5
talent spawned by, 21
and ventures of protégés, 188
and work environment, 150
micromanagement, 140
midlevel superbosses, 19
Miles, Michael
accessibility of, 108–10
and departures of employees, 187–88
egalitarian style of, 115
and eliciting/limiting skills, 119
as Nurturer, 29
passion of, 68
personality of, 22–24
recruitment tactics of, 48
and success of employees, 142
superboss status, 5
talent spawned by, 22
as teacher, 121
and team cultivation, 159–60
on tolerance of mistakes, 138
military veterans, 213–14
Milken, Michael
competitiveness of, 30
expectations of, 67–68
superboss status, 5
and teams, 157
work environment of, 157
millennial(s), 8, 64, 195, 196, 198, 233n
mistakes, tolerance of, 138
Mondavi, Robert, 74, 217–19, 220
Moore, Constance, 20, 47, 66–67
motivating employees, 61–79
as core skill of superbosses, 77
and desire for impact, 73
and inspiring self-confidence, 69–71
and loyalty, 61–64
with money, 75
and perfectionism, 65–69
role of passion in, 78–79
with success, 75–76
Motown record label, 162–63
New York Times, 17–18
novelty, passion for, 95
Noyce, Bob
alumni networks of, 185
and cohort effect, 167
competitiveness of, 30
confidence of, 30
egalitarian style of, 113–15
expectations of, 144
as Iconoclast, 25
listening skills of, 138
superboss status, 5
openness. See innovation and openness
opinions of employees, 88, 138–39
opportunity spotting of superbosses, 131–33
Oracle, 27–28, 131, 133, 142, 146, 187
Outliers (Gladwell), 146
Panula, Jorma
accessibility of, 110
alumni networks of, 185
authenticity of, 32
autonomy cultivated by, 137
forward thinking of, 97
as Iconoclast, 25
micromanagement of, 140
subject-matter expertise of, 112
superboss status, 5
and team cultivation, 161
PayPal, 210
perfectionism, demand for, 65–69
performance measurements, 7
personalities of superbosses, 23–24
Philadelphia Inquirer
alumni network of, 178
employee retention at, 54
recruitment tactics at, 51
success of, 15–16
talent spawned at, 13–14, 17–18
qualifications, unconventional, 45
rehiring employees, 182
Renaissance Italy, 103–5
resignations. See departures of employees
retention, talent, 54, 174–75, 195, 199, 225n
Richards, Ann, 208
Roberts, Gene
ability to attract talent, 18
accessibility of, 110
alumni network of, 178
autonomy cultivated by, 136
background of, 24
and bureaucracy, 116
and collaboration, 164–65
flexibility emphasis of, 44
and ideas of employees, 93–94
listening skills of, 138
personality of, 33
recruitment tactics of, 47–48, 51
and resignations, 53
and salaries, 55
success of, 15–16
superboss status, 5
talent spawned by, 12–14, 17–18
vision of, 73
Robertson, Julian
accessibility of, 111
and challenging employees, 49
and competition, 164
and departures of employees, 187
and learning curves, 145
and learning from employees, 144
management style of, 27
and success of employees, 182
superboss status, 5
and tailoring management, 134
talent spawned by, 4–5
as teacher, 121–22
and team cultivation, 161–62
and ventures of protégés (“tiger seeds”), 129–30, 131, 144, 182, 188
roles of employees, 52
rules, breaking, 88–92
Sacerdote, Bruce, 167
Sacks, David, 210
San Antonio Spurs, 158–59
Sandberg, Sheryl, 208
Sanders, Bill
autonomy cultivated by, 137
and knowledgeable employees, 50
motivational skills of, 75
perfection, demands for, 65–66
recruitment tactics of, 47
and salaries, 55
superboss status, 5
and team ethic, 160–61
Saturday Night Live
alumni network of, 178, 179, 180, 192, 215
competition/collaboration in, 149–51, 152, 164
and “cult” work culture, 156, 157
and drive to improve, 94
and Michaels’s confidence, 70
pressure experienced in, 65
projects associated with, 182–83
and returning cast members, 182
Second City, 214–15
self-assessment, 200–203
self-confidence, 69–71
Sellers, R. Scot, 20, 69, 73, 137
sports broadcasting, 95–96
Star Wars film series, 70–71, 73, 81–83, 111, 157
Steak and Ale, 90–91
Stewart, Jon, 20–21, 29, 132, 157
succession plans, 147–48, 193–94
superboss culture, 209–14
superboss quotient, 200–203, 206–8
talent magnets, 54–56, 156, 190
talent spawners, 13, 16–22, 17, 27, 29, 192
teachable practices of superbosses, 34, 57
Teach for America, 123
teaching, 28–29, 117–23, 134, 207. See also master-apprentice relationships
teams and teamwork, 149–70
and clustering effect, 167–68
and cohort effect, 162–66, 167
and “cult” work culture, 153–58
language of, 158
poor teamwork, 152
and productivity, 157
on Saturday Night Live, 149–50, 152
team building, 166–70
and 2-C principle, 164
and work environments, 157–58
technology, communication, 125
ten-thousand-hour rule, 146
30 Rock (television series), 183, 188
Trachinger, Bob, 95–96
2-C principle, 164–65
types of superbosses, 25–29, 50
urgency, creating a sense of, 98
Vandevelde, Luc, 119, 156, 191
Verrocchio, Andrea del, 103–5, 116
vision and visionaries, 71–74
and “cult” work culture, 153
and performance results, 76–77
and superboss culture, 209–10
superbosses’ expectations for, 85
and superboss quotient, 201, 206
and teaching, 121
as trait of superbosses, 30–31
walking around, managing by, 123–24
Walsh, Bill
and adversity, 154
commitment to employees, 135
confidence of, 71
and employee retention, 54
and hiring practices, 45
innovative approach of, 89–90
internship program of, 45–46
and loyalty, 160
as Nurturer, 29
passion of, 65
and positions of players, 52–53
and promotion of protégés’ careers, 180–81
search for talent, 45–46
success of, 33
and success of employees, 142
superboss status, 5
talent spawned by, 3–4, 16, 17
teaching style of, 118–19
and team cultivation, 138, 159, 160
Waters, Alice
background of, 24
and departures of employees, 171–73
drive to improve, 95
and employee retention, 54
and guest chefs, 51
hands-on delegation of, 141
and high turnover, 54
and hiring practices, 39–41, 45, 47, 57
as Iconoclast, 25
innovative approach of, 86–88
magnetism of, 55
micromanagement of, 140
passion of, 30–31
public promotion of employees, 155
relationships with protégés, 177–78
superboss status, 5
talent spawned by, 1–3
vision of, 73
West Coast–style management, 113–17
Winfrey, Oprah, 5, 183–84, 195
women superbosses, 208