Superbosses audiobook cover - How Exceptional Leaders Master the Flow of Talent

Superbosses

How Exceptional Leaders Master the Flow of Talent

Sydney Finkelstein

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Key Takeaways from Superbosses

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Mind Map

Superbosses
Types of Superbosses+
Core Qualities+
Magnetic Charisma+
Hiring Strategy+
Motivating Employees+
Fostering Teamwork+
The Superboss Quotient+
Actionable Advice+

Quiz — Test Your Understanding

Question 1 of 8
What characterizes an 'iconoclast' superboss?
  • A. They actively nurture and guide employees to ensure they thrive.
  • B. They inspire workers unintentionally through their unwavering focus on a vision.
  • C. They use fear and ridicule to push their team to the extreme.
  • D. They focus primarily on building emotional bonds among team members.
Question 2 of 8
According to the text, which three key qualities come naturally to a superboss?
  • A. Empathy, patience, and strategic planning
  • B. Charisma, flexibility, and emotional intelligence
  • C. Micromanagement, drive, and creativity
  • D. Vision, fearlessness, and competitiveness
Question 3 of 8
How do superbosses demonstrate the 'authenticity' that contributes to their magnetic charisma?
  • A. By never showing weakness and maintaining a strict professional distance.
  • B. By adopting the leadership style of their most successful competitors.
  • C. By showing their true personalities at work rather than selling themselves in a certain way.
  • D. By constantly adapting their core vision to match the latest industry trends.
Question 4 of 8
What does 'flexibility' mean to a superboss when they are looking for employees who 'get it'?
  • A. The ability to change work schedules at short notice.
  • B. The willingness to accept lower pay for a chance to learn.
  • C. The capacity to agree with the boss's decisions without questioning them.
  • D. The talent to solve problems amid unfamiliar situations.
Question 5 of 8
How do superbosses primarily use confidence to motivate their employees?
  • A. They project supreme confidence which is contagious and boosts the team's self-esteem.
  • B. They confidently promise large financial bonuses for meeting specific targets.
  • C. They hide all business risks so employees feel falsely confident about job security.
  • D. They require employees to attend mandatory confidence-building seminars.
Question 6 of 8
Why did Saturday Night Live producer Lorne Michaels intentionally hire more cast members than necessary?
  • A. To ensure the show could continue if several actors quit unexpectedly.
  • B. To create a sense of friendly rivalry and competition that lifted the show's overall quality.
  • C. To reduce the individual workload and prevent employee burnout.
  • D. To transition into a new style of sketch comedy that required massive ensemble casts.
Question 7 of 8
Why do superbosses often encourage talented employees to leave and seek new opportunities elsewhere?
  • A. They prefer a high turnover rate to keep salary costs low.
  • B. They want to prevent employees from becoming too comfortable and complacent.
  • C. Their former employees' success builds the superboss's reputation as a 'talent brand.'
  • D. They lack the resources to promote senior staff within their own companies.
Question 8 of 8
Which of the following is NOT one of the three core areas questioned in the 'superboss quotient'?
  • A. Whether you have a vision that energizes and inspires your team.
  • B. Whether team members feel close and comfortable with one another.
  • C. Whether you spend time helping employees learn and tackle challenging tasks.
  • D. Whether you offer the highest financial compensation in your industry.

Superbosses — Full Chapter Overview

Superbosses Summary & Overview

Superbosses (2016) is the insider’s guide to understanding how charismatic, often controversial but unforgettable leaders tick. These blinks reveal the patterns and strategies of top-performing bosses, and explain how you can help your employees succeed by becoming a superboss yourself!

Who Should Listen to Superbosses?

  • Leaders struggling to improve business performance
  • Employees curious about what makes a good boss
  • Managers seeking strategies to encourage teamwork

About the Author: Sydney Finkelstein

Sydney Finkelstein is a specialist in business leadership and strategy and has published 19 books, including Why Smart Executives Fail (2003) and Think Again: Why Good Leaders Make Bad Decisions and How to Keep It from Happening to You (2009). Finkelstein is also the Steven Roth Professor of Management and faculty director at the Tuck School of Business at Dartmouth College.

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