In the Media
Mentions
Superbosses Playbook: Bureaucracy Busters
May 30, 2019 // “If excessive bureaucracy is slowing your team down, don’t simply enact reforms yourself — enlist your team to help solve the problem,” writes Sydney Finkelstein.
View at Better Humans
To Reduce Stress, Try Adopting the “Five ‘Ates” Approach
May 29, 2019 // Highlights research by Sydney Finkelstein which found that the best managers are also great delegators.
View at Thrive Global
Rise of the Next-Gen Bank CEO
Apr 30, 2019 // “There’s always been a lot of variation with respect to how CEOs treat people and how they think about employees,” says Sydney Finkelstein. “What’s changed is that those CEOs who spend less time on talent and people issues today are going to pay a bigger price than they ever did before.”
View at American Banker
Don’t Be Blinded by Your Own Expertise
Apr 19, 2019 // “When we begin to identify as experts, our outlook can narrow, both in daily work and in times of crisis,” writes Sydney Finkelstein in Harvard Business Review.
View at Harvard Business Review
Are You a Confident or Overconfident Boss? Here’s How to Tell
Feb 24, 2019 // Four questions to ask yourself to make sure cockiness isn’t interfering with your—and your team’s—performance.
View at Wall Street Journal
Fortune India
Feb 08, 2019 // Mentions Sydney Finkelstein in an article about the role a board plays in monitoring strategy, talent, and culture. In his book Superbosses, Finkelstein makes the case for giving talent and leadership succession highest priority for companies.
View at Fortune India
What Kind of Boss Are You?
Feb 08, 2019 // An excerpt from The Superbosses Playbook, a new companion workbook to Superbosses, by Sydney Finkelstein. In the excerpt, Finkelstein illustrates how managers should approach hiring and working with subordinates that perform at their level, challenge them, or even outshine them.
View at Thrive Global
How to Be a Good Boss (That People Actually Want to Work For)
Jan 16, 2019 // Quotes Sydney Finkelstein in an article about how to treat employees and provide support. Finkelstein says that managers should focus on developing high potential employees by helping them be the best versions of themselves and leveraging their skills — without retention being the focus.
View at Ladders
3 Lessons Startups Can Learn From Silicon Valley
Nov 16, 2018 // Mentions Sydney Finkelstein in an article highlighting three lessons startups can learn from Silicon Valley success stories. One lesson is to focus on employee growth rather than retention, an idea Finkelstein espouses in his book, Superbosses.
View at Black Enterprise
What Stan Lee Knew About Managing Creative People
Nov 13, 2018 // "Lee wasn’t perfect—no person is. Ultimately, he repositioned comics, professionalized the industry, and launched the careers of dozens of proteges. It’s a legacy any boss would call super," says Sydney Finkelstein.
View at Harvard Business Review
Top Tech Companies like Netflix and Linkedin Say They Have No Problem with Employees Interviewing for Other Jobs — in Fact, They Might Want to Help
Nov 01, 2018 // Quotes Sydney Finkelstein in an article about top technology companies encouraging employees to pursue opportunities outside of the organization.
View at Business Insider
"Proud of the Work"
Nov 01, 2018 // In an interview with Harvard Business Manager, Sydney Finkelstein, the Steven Roth Professor of Management, discusses his book Superbosses, what makes a good leader, and how leaders can find success.
View at Harvard Business Manager
Enter through One Door and Exit through Another: How to Be an Innovator in Developing Your Career
Oct 14, 2018 // Mentions Superbosses by Sydney Finkelstein in an article about how to continually innovate throughout your career. Forbes writes that one way to be an innovator is to lead others, and suggests Superbosses to refine your leadership skills.
View at Forbes
Hate Talking on the Phone? This Interview Is for You
Jul 24, 2018 // Quotes Sydney Finkelstein in an article about the rise of text-based interview platforms. Finkelstein says that, in order to prepare for a text-based interview, candidates should spend time evaluating their past text conversations to see if their style of communication could potentially mislead or be misinterpreted.
View at BBC Capital
Leslie Moonves Stands His Ground—for CBS and His Legacy
May 29, 2018 // Quotes Sydney Finkelstein in an article about the ongoing legal battle between CBS and its parent company National Amusements, and the two executives at the center, Leslie Moonves and Shari Redstone. Finkelstein says the back-and-forth threatens to get personal.
View at Variety
Why Bad Managers Continue to Make Bad Decisions
May 22, 2018 // Quotes Why Good Leaders Make Bad Decisions by Andrew Campbell, Jo Whitehead, and Sydney Finkelstein in an article about the removal of Chief Justice Maria Lourdes Sereno from the Supreme Court of the Philippines.
View at The Manila Times
Cultures Change When Leaders Teach
May 08, 2018 // Quotes Sydney Finkelstein in an article about how business leaders should approach their roles as though they are teachers. “Teaching is not merely an extra for good managers; it's an integral responsibility. If you're not teaching, you're not really leading,” Finkelstein says.
View at The Korea Times
Now Emoting in the Corner Office: The Oversharing CEO
May 01, 2018 // Quotes Sydney Finkelstein in an article about the trend of chief executives sharing personal information with their coworkers.
View at The Wall Street Journal
Find the Creative Leader in You
Mar 30, 2018 // Mentions Sydney Finkelstein, the Steven Roth Professor of Management and faculty director of the Center for Leadership, in an article about how to become a more creative leader. Finkelstein says that innovation is part of the leadership DNA.
View at Deccan Herald
What Sets ‘Superbosses’ Apart from Other Leaders?
Mar 16, 2018 // In an interview with MIT Sloan Management Review, Sydney Finkelstein weighs in on how technology is changing the way business leaders operate. Finkelstein says that, while technology is impacting every level of business, the human touch is still critical.
View at MIT Sloan Management Review