One of the really interesting things I discovered about these super boss leaders is that they come in predominantly three types, and this has more to do with kind of their motivation for why they do what they do, as much as anything else. And as I'll say later, so much of what they do is really the same, even though they have these kind of different styles if you will. But I think it's interesting to think about the three, and then maybe give you a chance to assess where you fit into these three styles. The first is probably the one most people think about when you think about people that help others get better. I call them nurturers, I mentioned Bill Walsh before, the football coach who nurtured so many assistant coaches and help them become head coaches. Jon Stewart is another great example, if you think about how he ran in the old days, the Daily Show and he has a Newer Show, that went to Apple, and lots of his proteges all over the place. And these nurtures are what I call activist bosses, they are consistently present to guide and teach their people, their proteges, and they perform and and behave in numerous ways that help people reach new heights, great heights really. And there are big differences, this is kind of important, right, big differences between mentors and nurtures, with your typical corporate mentor check in with you at 1:00 AM the morning, to see how your big project is going. Nurture absolutely would, and I heard those stories time and again. Or your typical corporate mentor give you the exact feedback you need to hear when you need to hear it, which sometimes could be tough feedback, right? And nurture absolutely, would. And would your typical mentor sit literally 10 ft away from you, taking time to comment on the nuances of your work so that you could literally learn at the feet of a master, and a nurturer would do that as well. It's kind of this intense, sustained effort, that allows nurtures to play such a big part in the success of other people. As Norman Brinker once said, "I nurtured people, over the years, I've employed about 1.4 million people and I've watched these people grow, some who worked in the kitchen, became managers, then store managers, and then executives". There are about seventeen or eighteen heads of major restaurant chains now who worked for me, that's really thrilling. I was excited to see people take the risk and to do something successful. And Norman Brinker, that quote from Norman Brinker is really a classic one because nurturers do what they do because they actually they value, they get pleasure, they get enjoyment, out of seeing people that work for them become more and more successful. They value that in and of themselves, and of course, it helps them become more successful, I've said that already, and it's worth reiterating. It's definitely the case, but part of their motivation is that they see their role, their job, to be something more than just a mentor to kind of really nurture people to the next level. Okay, the second type are what I call iconoclast. So these are people like Ralph Lauren and Miles Davis, who are typically in more creative industries. And what they do is they surround themselves with people that want to kind of advance the art, so to speak, whether it's in fashion, or in music, or in other fields as well. And they become these kind of iconoclastic leaders where people, younger talented people, George Lucas is in this category. If you think about all the people that trekked up to his headquarters in San Francisco to make film. They wanted to be around this great leader to learn from that person, and this great leader Miles Davis, the Ralph Lauren, George Lucas, they developed and further develop their own craft, by being around these young dynamic people. So it was kind of a mutual thing. So note that their motivation is a little bit different than nurturers, because I didn't say that these iconoclasts are doing it because they want to see other people get better. They're not against that, they like that, but they're actually doing it because this milieu if you will, that they create, enables them to advance their own creativity. I mean, Miles Davis was single mindedly focused on music. I mean, his music, nothing gave him more pleasure than those transcendent, almost miraculous nights when he and his musicians were clicking. The music that we were playing together was just unbelievable. He said of his first great quintet. It was so bad that he used to send chills through me at night. And it did the same thing to audiences too. As Davis's longtime friend, Quincy Troupe said, Miles Davis had an almost child like fascination with his art. What in buddhism is called a beginner's mind, because he was constantly seeing music with fresh eyes. He was able to remain open to creative possibilities. And he directed his energies towards constant growth as a musician. I have to change, this is what Miles Davis said, I have to change. It's like a curse. Talented young musicians crowded around Davis, eager to learn how to develop their own creative vision and capacity for expression. Davis collaborated with him, but not primarily to help them get better, rather, he collaborated with him because he hoped they would help him get better. Because to stay, this is something that Miles Davis said, because to be and stay a great musician. You've got to always be open to what's new, to what's happening at the moment, spending time in his orbit, and being alert to learning and immersing yourself with the master, are essential ingredients for people who work for the iconoclast, interesting, right? Kind of a different personality type, a different motivation. But if you thought that was different, get a load of this third type, which is really unusual, and I call them glorious bastards. These are people that are really hard to work for. They're not easy, they push you and they push you hard, but they also help you get better and so if you can handle it, if you can stand it, your career just accelerate. So it's not for everybody, for those people that can do it, it's amazing. Larry Ellison, who I mentioned in an earlier video, I'd get back to. It is kind of the archetypal, inglorious bastards. Roger Corman is another is another good example. These are super bosses, there are less attuned to developing others than they are to winning no matter what. A glorious bastard may push his staff to work until three in the morning, several days a week. How could such harsh behavior possibly help people? Well, because glorious bastard seems similar to some of the unpleasant and actually spectacularly unsuccessful bosses. I described back in the first course in this sequence, of course, one module four, about seven habits, it's kind of remarkable. They can be every bit as selfish, every bit as unfeeling, every bit as unpleasant. But this is the important point, glorious bastards spawn all star talent while these other bosses don't. Why is that? Well, that's because there is something about these glorious bastards that truly makes them glorious. They understand that in order to win, they need the best people and the best teams. So they may have big egos, they may want fame and glory for themselves, but they also perceive the success of those around them as the pathway to that glory. As a result, they teach their people how to win. They inspire them with examples of what winning feels like, and they pushed them to ever higher levels of success. As an employee, you might not love your glorious bastard. In fact, you might swear at him or her under your breath, but you will absolutely respect him or her. And since glorious bastards put your career on the fast track, you probably thank your lucky stars that you had the chance to work for them. Ambitious young talent will notice your success, and they'll line up to work for him too. Ellison is known as a huge sponsor of talent in the tech field as Oracle grad and Salesforce.com, Senior Executive Steve Garnett said, I think half of Silicon Valley is run by former Oracle people. Gary Bloom, another super successful protege of Larry Ellison, held senior leadership positions in many top tech companies. When I talked to him, he said, what ends up happening for a large number of people is they end up in positions within Oracle, probably years ahead of where they thought they'd be at that level in their career. Working for Ellison could be counted in dog years, when you're working for him, is almost like seven years working somewhere else. But the learning is enormous. If you can't handle it, it's not for everyone, and it's important for us to know that. But if you can take it, then a short period of time with somebody like this, the acceleration effect is pretty amazing. So look, three types of nurture and a kind of class. These kind of unusual glorious bastards. The reality is most super boss is probably most of us are some combination of these three types, but one of the types, probably a bit more dominant than any other. And that's something to pay attention to, in the following application exercise where you will have a chance to see, where do you come out, on these three types final point, remarkably. And regardless of these personality characteristics, super bosses are incredibly similar in what they actually do. And that will be the learning that we're going to focus on throughout this course, they come from a different place, their motivation could be a little bit different. Their style could be different, but what they actually do the actual behaviors, the things that I was able to catalog and figure out, the things that I will share with you throughout this entire course, in each of the modules, this one and the three to follow. These things are incredibly similar, and that's important because it doesn't matter what your style is, you can still do this if you wanted to. Okay, let's take a look at that application exercise and dig into yourself a little bit to see where you stand.
