领导作为人才发掘者我们研究的所有团队都具有这样一个特点:领导投入大量的时间和精力来识别潜在的人才。J.罗伯特·奥本海默是在美国大学中四处搜寻能够为曼哈顿项目带来合适科学技术的人才,该项目制造了原子弹,并成为“大科学”的先驱。爵士乐大师迈尔斯·戴维斯一直在寻找“下一个巨大的声音;下一个新想法”。我们对这些团队领导亲自为每一个职位搜寻最优秀人才所花费的时间量表示惊讶。在每种情况下,“人才挖掘”总是领导角色中的核心部分。 Leadership as a Talent Scout All the teams we study have the characteristic that leaders invest a great deal of their time and energy in identifying potential talent. J. Robert Oppenheimer searched the American universities for talent that brought the right science and technology to the Manhattan project, which created the atomic bomb and became a pioneer in “big science.” The jazz master Miles Davis has been looking for “the next great sound; the next new idea.” We are amazed at the amount of time these team leaders spend personally searching for the best people for each job. In each case, “talent mining” always leads the core of the role.