What Stan Lee Knew About Managing Creative People


This post is by Sydney Finkelstein from HBR.org


Click here to view on the original site: Original Post




Kim Kulish/Contributor/Getty Images

Stan Lee hated to see an idle artist. The renowned comic book writer and publisher, who died this week at 95, thought idle talent was bored talent, and bored talent was easy to lose to the competition. It also personally bothered him that the people in his employ might be scrambling to earn enough money.  So Stan made sure to provide continuous employment, sometimes to the detriment of the company.

In one famous anecdote, Stan doled out more assignments than the company needed—and didn’t bother to tell boss Martin Goodman about the extraneous inventory. He stuffed the extra comic books into a closet, intending to use them when the time was right.  When Goodman saw the closet, he ordered Lee to fire everyone in the bullpen. Lee followed his boss’s orders. But he still felt it was a mistake—he needed to assign the extra stories, he

Continue reading “What Stan Lee Knew About Managing Creative People”

What Stan Lee Knew About Managing Creative People


This post is by Sydney Finkelstein from HBR.org


Click here to view on the original site: Original Post




Kim Kulish/Contributor/Getty Images

Stan Lee hated to see an idle artist. The renowned comic book writer and publisher, who died this week at 95, thought idle talent was bored talent, and bored talent was easy to lose to the competition. It also personally bothered him that the people in his employ might be scrambling to earn enough money.  So Stan made sure to provide continuous employment, sometimes to the detriment of the company.

In one famous anecdote, Stan doled out more assignments than the company needed—and didn’t bother to tell boss Martin Goodman about the extraneous inventory. He stuffed the extra comic books into a closet, intending to use them when the time was right.  When Goodman saw the closet, he ordered Lee to fire everyone in the bullpen. Lee followed his boss’s orders. But he still felt it was a mistake—he needed to assign the extra stories, he

Continue reading “What Stan Lee Knew About Managing Creative People”

4 Ways Managers Can Be More Inclusive


This post is by Sydney Finkelstein from HBR.org


Click here to view on the original site: Original Post




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Management teams and organizations that prioritize inclusion attract better talent and perform better. Dozens of studies have demonstrated that more-diverse teams make better decisions than less-diverse teams.

Many leaders know this but still struggle with making day-to-day work more inclusive.

By definition, inclusive leaders embrace the notion that every person counts. If that sounds fairly straightforward, it really isn’t. In bringing this mindset to life, leaders wind up embracing a number of unconventional management practices. They boldly depart from old standbys like credentials-based hiring, command and control, hierarchy, and even traditional goal setting. When I conducted over 200 interviews with great bosses as part of my research into the secrets of so-called superbosses, I identified four practices that managers follow to truly become inclusive leaders and — not coincidentally — build innovative, high-performance, high-growth businesses.

Hire for talent, not a résumé. Inclusive management starts before employees even walk in the door.

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Assessment: Find Out If You’re a Superboss


This post is by Sydney Finkelstein from HBR.org


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How to Hire Like a Superboss


This post is by Sydney Finkelstein from HBR.org


Click here to view on the original site: Original Post




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A woman shows up for a job interview. It’s a management position, but not a high-level one. While she’s waiting, someone drops down in the chair beside her. It’s the legendary head of the company. “Are you here about a job?” he asks. Speechless, the woman nods. The CEO then asks her about the more challenging issues facing the industry. She forces herself to focus and quickly relays some thoughts on the subject. He asks her to elaborate, so she lays out her thinking in detail. When he spots weak points in her argument, she acknowledges them but explains why she’s taking the position anyway. After a bit more spirited back-and-forth, the living legend gets up. “I’ve got to run,” he tells the candidate. “When the human resources people call you in, tell them I’ve just hired you.”

Pretty strange, isn’t it? The CEO didn’t look at a

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What Amazing Bosses Do Differently


This post is by Sydney Finkelstein from HBR.org


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We all know that job satisfaction often hinges on the quality of the relationships we have with our bosses. Yet in today’s rapidly evolving, 24/7 workplaces, it’s not always clear what managers should do to create the most satisfying work experiences and the happiest employees. My research into the world’s most successful bosses has unearthed some common practices that make work much more meaningful and enjoyable. If you supervise others, make sure you do the following:

Manage individuals, not teams. When you’re under pressure, it’s easy to forget that employees are unique individuals, with varying interests, abilities, goals, and styles of learning. But it’s important to customize your interactions with them. Ensure you understand what makes them tick. Be available and accessible for one-on-one conversations. Deliver lessons cued to individual developmental needs. And when it comes to promotion, look past rigid competency models and career ladders for growth opportunities

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