Superbosses: How Exceptional Leaders Master the Flow of Talent, by Sydney Finkelstein.

Mary Olson-Menzel: As an advisor to business leaders across the country, how did you get your start?

Sydney Finkelstein: I’ve been a university professor for 30 years, focused on CEOs, executive leadership, corporate governance, decision-making, learning from mistakes, and talent. Over time my work became more and more applied, culminating with the publication of Why Smart Executives Fail in 2003. This book was a bestseller in the US and Japan, and opened the door to my consulting and coaching work with top managers around the world. In addition, I often do keynotes for large and small groups. What I try to bring is a combination of rigorous research that goes far beyond what most people in this field do, and practical lessons learned from my personal experiences working with senior executives.

Mary Olson-Menzel: We at MVP work to inspire people on a daily basis and provide counsel to our clients on many levels. Please tell us what was your inspiration for writing this book?

Sydney Finkelstein: After writing Why Smart Executives Fail, and speaking about it around the world, more and more people kept returning to what I thought I had answered in the book: How to avoid falling into the traps that doom executives and their businesses. While there is plenty in that book on what to do to avoid failure and learn more effectively, I came to realize that there was something I hadn’t focused on sufficiently: How leaders and businesses can generate and re-generate talent on a continuous basis. This is the key to long-term success for any organization. Looking for answers to this critical question led to the research that produced Superbosses.

Mary Olson-Menzel: What is your advice for people trying to recruit and develop their teams?

Sydney Finkelstein: Be open to “unusual talent” – people who don’t necessarily fit the standard HR description. Actively look for those people. Don’t be afraid to hire without a job description if you find an incredible talent – create the job for her! Help other people get better at whatever they do, and over time you will become known as a “talent magnet”. Once that happens, some of the very best talent starts to seek you out, a huge competitive advantage for you, and your company.

Mary Olson-Menzel: What is your advice for young leaders?

Sydney Finkelstein: Young leaders love the “superboss playbook”, as I call the key practices that separate the best bosses from everyone else. That’s because everyone counts, everyone has a chance to make a difference. That is certainly what millennials want, indeed, just about everyone wants that. So, figure out what you’re good at, and what you need more help with by taking the superboss assessment, and then set out to up your game.

One of the best things a young leader can do is develop your own talent on your team so they no longer need you. Imagine what could happen if you start “creating” world-class talent early in your career. A gigantic number of proteges will be indebted to you, helping to form a powerful network.

Young leaders should surround themselves with superstar talent. Never be afraid of someone smarter and more capable that you. Working with people like that, even if they start out as subordinates, is one of the best ways to learn.

Mary Olson-Menzel: How is this advice different than the norm?

Sydney Finkelstein: The superboss playbook is original, and can open the door to tremendous professional growth and business success. All it takes is some courage to get started. Coaching can help.

Mary Olson-Menzel: How can an executive use this book to build great teams?

Sydney Finkelstein: Great teams require great talent, and Superbosses describes how to identify and attract the type of people who can really make a difference. But talent alone is not enough. While superbosses don’t lack for confidence, that very confidence allows them to make room for other great talent. They are not intimidated by stars and potential stars. That allows them to not only select great talent, but create the culture than enables high-potentials to thrive. The superboss playbook provides specific and practical ideas on how to enable this type of culture. As a preview, it involves not only coaching team members, but creating big opportunities, unleashing the creativity of your team, customizing how you interact with team members, and working closely together with people to push, prod, and teach. Leaders who do all this can’t help but produce high-performing teams.

Mary Olson-Menzel: What inspires and lights you up outside of work?

Sydney Finkelstein: I am a big-time foodie, actually one of the reasons that I ended up spending so much time with Alice Waters from Chez Panisse, one of the favorite superbosses! I also find that the work of chefs is analogous to the work of a leader. You can’t do it all yourself, and in high-end restaurants there is tremendous pressure to produce a highly consistent, highly valued product (great food!) every single time. In some ways it’s even tougher than being a manager elsewhere, since your work is being evaluated every time you produce something.

I am inspired by people who want to get the most of their lives. We all know that time is short, and life is a true gift. Let’s not waste any of it. And by the way, none of this assumes you’ve got to be working at a regular job, or making lots of money. It’s much more about accomplishment and fulfillment. This is one thing that I saw with the superbosses that reinforced my own philosophy – they make very person count, and who doesn’t want that opportunity.

Mary Olson-Menzel: What is something unique about you that you would like to share with us?

Sydney Finkelstein: I’ve been very fortunate in my own life, and have found a career that doesn’t feel like work. Every day is a good day, which I know is extraordinary, but it has driven me to think about how I can help others get closer to this ideal. It was also one of the things that drove me with Superbosses. While they’re not always easy to work with, you know how great the opportunity is. In fact, I bet most people can remember someone, perhaps a boss, or a teacher, that saw something special in you, and told you that, and helped move you onto a trajectory in life that might not have happened otherwise. That’s what I want to do. It’s really about legacy when you get right down to it.

Mary Olson-Menzel: What’s next for you?

Sydney Finkelstein: Along with some colleagues, I’ve been helping leaders and organizations – both for-profit and not-for-profit – bring the superboss playbook to their people. I do this via keynote speeches, consulting projects focused on developing world-class talent via the superboss playbook, and coaching. I continue to write regularly for BBC Capital http://www.bbc.com/capital/columns/syd-weighs-in, and other places like HBR, Psychology Today, and Entrepreneur as well. While I’ve got a dozen ideas for new books, there has never been a more important time to make work more meaningful (see employee engagement scores), and the ideas I learned from studying superbosses for ten years might be just what the doctor ordered!