One of the most intriguing things that super boss leaders do when it comes to how they work with and develop the people around them, how they create this master apprentice relationship, is how customize their interactions are with people on their team. And you may imagine what would happen if you treated, if we treated employees and colleagues in the same way that we treat our best customers. Let me tell you a story about Chase Coleman and Julian Robertson. So Julian Robertson's, this hedge fund aficionado, legendary, one of the most successful hedge fund managers really in in history, and he created a group of people called the tiger cubs, which is kind of funny, because that was his nickname about being the tiger. And and the tiger cubs were younger people that were working for him that he decided to invest in and and support as they created their own hedge funds, and he would be kind of the person behind the scenes to give him some initial capital. And one of these people, it was a guy by the name, the name of Chase Coleman and Chase, when he turned 25 years old, was an analyst for Julian Robertson and was really smart, really capable and Julian said, I'm going to support this guy, I think I think He has what it takes. And so Julian Robinson raises 20 $5 million dollars in startup capital for Chase Coleman to invest in his in his in his fund. And of course Chase Coleman is beside himself, excited and energized and working hard and he's working and he's making various trades and it takes a little bit of time, but then a series of trades are made and they clear and they're big time, they make a lot of money. And Chase Coleman is beside himself with with excitement, because you know he's proven himself and he's expecting his super boss Julian Robertson who is in the office, they're all in the same office, he's expecting Julian Robertson to come by and give him kind of a high five and a big bear hug. Maybe go out to a fancy dinner in New York City with $1,000 bottle of wine. The whole hedge fund seen none of that happens. In fact, it takes four days before Julian Robertson even acknowledges Chase Coleman what he does is he's walking down the hallway in their office building and and he sees Chase who is in one is in a cubicle and they make eye contact and what Julian Robertson does is he kind of nods his head and he barely smiles. He nods his head and and makes that eye contact to acknowledge to Chase Coleman that you know what, you did something good and then he turns around and he goes back to do whatever he was doing, that was the entire acknowledgement of Chase Coleman making the biggest trades of his career. So I'm interviewing Chase and he tells me the stor,y and I asked him well how did that make you feel? And he said I could not believe this S O B. I cannot believe that he would treat me this way, after I had made him so much money right off the start. And that's when I decided what Chase Coleman said says that's when I decided that I would show him, I would show him that I could make so much money for him, that he's going to come in his hands and knees to thank me. Now if you're Julian Robertson and you're looking to energize the young Chase Coleman, it seems like he's figured out something, because he touched a nerve and he figured out a way to get Chase Coleman so motivated, so energized to want to do even better and better and better. And he did because Chase Coleman ended up running a hedge fund, that has become unbelievably successful and that partnership has worked out really, really well. But think about what Julian did, he worked with Chase, he gave him the opportunity, and then he withheld some of that acknowledgement and for Chase Coleman it wasn't enough to be successful. He had an ego that's fine, right, he wanted to be, he wanted to be recognized, he wanted people to know that, he had done well, he wanted himself to to feel that affirmation from his boss. I spoke to several other of these tiger cubs, these young investors that Julian Robertson had backed, and I asked them how they worked with Julian, what it was like? And no one told me the story. I just shared with you, they all had a different story. You know, there was one investor, one young person who, Julian would go for a walk in central Park to talk things through. Another one would get kind of the hand on the shoulder type of story, Julian Robertson interacted and worked with. Each of the people that he had invested with, that were part of these tiger cubs in a different way. In other words, he customized how he worked with each one, designed to get the most out of that relationship. And this customization point is really, really important because, somehow we think people have to, your boss has to treat everyone identically well. When it comes to fairness and equity, of course you do, but not when it comes to how you manage that person, each of us works a little bit differently. We have different schedules and how we want to work. We have, you know, different personal situations. We have different styles, and not only how we want to work, but how about what we want in our careers? Imagine if you as a manager, spend time with each person on your team, and ask them what are your aspirations, where do you want to be in a couple of years or five years or 10 years down the line. Do you want, my job, you want my boss's job. Do you want to create your own business? What what is it you want to do and and have that conversation and then say, well, you know, if you want to do this, if you want to start your own business, let's just say if you want to start your own business, these are the skill sets that I think you're going to need. And let's think about how we can work together, so that over the next couple of years or a few years, will be able to expose you to people that can help you and opportunities that will expose you to the chance to to develop those skill sets, Imagine that your boss did that for you. How would you feel, I mean, imagine that loyalty, someone who is not just looking to get the most out of you, someone who's not just looking to, accomplish their own goals with you on their team, they want all that. But someone who is saying, you know down the line, you could be this person, because that's what you want, I'm going to help you get there, you know, you're going to develop that type of, tremendous relationship with people. And you're going to motivate you, going to energize and you're going to develop talent, you're going to help these people become better and better and better. It is really kind of amazing. I mean, we live in a world that's so customer focused, right? Everything is customized. If you enter a search term in google, it finishes the term, it writes it in, you know, magically before you've even done it. It's a little bit spooky. They know everything about us. But how does that compare to how we work with people on our teams or even even our colleagues when we're not necessarily their boss. How often do we truly customize? The problem is, you've seen this probably right. You have a new boss, somebody gets appointed to lead the team, and you and your colleagues, you get your, your around the proverbial water cooler or in a zoom collar, what have you and what are you talking about? Well, what is she like, what is this new boss going to be like and what are we going to have to do differently? We're thinking automatically. How do we accommodate the new boss? Well, the super boss logic is quite the opposite. It is the boss, the leader that thinks about how he or she could change and adjust. So they can do exactly what is needed to get the most out of people, and give them an opportunity to be as successful as they possibly as they possibly can. It's really kind of amazing. I mean, think about your employee engagement scores and your customer engagement scores, if you know that for the average company, if you did as bad on your customer engagement scores as you did on employee engagement, you probably wouldn't have a job anymore. And that's because we don't customize how we work with our employees. So again, I ask, imagine what it would be like if we treated our our people, our teams are employees in the same way that we treat our best customers. And as with almost every single thing I'm sharing with you about super bosses, and the super boss play. But you can do this, you can do this. I'm going to give you a little bit of practice and an application exercise, but there's no reason why you can't actually do this.
