Bill Simmons has a good article about Bill Russell, Kobe Bryant and leadership. I found the first paragraph especially interesting:
I spent five hours with Bill Russell last week and thought of Kobe Bryant twice and only twice. One time, we were discussing a revelation from Russell’s extraordinary biography, Second Wind, that Russell scouted the Celtics after joining them in 1956. Why would you scout your own teammates? What does that even mean? Russell wanted to play to their strengths and cover their weaknesses, which you can’t do without figuring out exactly what those strengths and weaknesses were. So he studied them. He studied them during practices, shooting drills, scrimmages, even those rare moments when Red Auerbach rested him during games. He built a mental filing cabinet that stored everything they could and couldn’t do, then determined how to boost them accordingly. It was HIS job to make THEM better. That’s what he believed.
The idea of scouting your own teammates is really interesting and clearly has business implications. We tend to spend a lot of time looking at the landscape and understanding our customers, but there’s always an opportunity to better understand the people around us. We sort of do it with reviews and goals inside organizations, but this seems like a different lens on the idea of management and leadership. Instead of just trying to look at people and understand how to help them grow, you look at how competition would exploit your team and use that to try to identity your blind spots.
Jeff Weiner, CEO of LinkedIn, seems like a really smart guy. The NYTimes has a nice little interview with him that includes a couple really great nuggets about leadership. I especially liked his take on email, though:
Like any other tool, e-mail is what you make it . It’s an incredible tool of productivity, collaboration and knowledge-sharing for me. That’s not to say I haven’t struggled with it like everybody else. But one thing I realized is that if you want to reduce the amount of e-mail in your in-box, it’s actually very simple: you need to send fewer e-mails. I know it’s kind of a self-evident truth. Because every time you send an e-mail, what’s going to happen? It’s going to trigger a response, and then you’re going to have to respond to that response, and then they’re going to add some people on the “cc” line, and then those people are going to respond. You have to respond to those people, and someone’s going to misinterpret something. That’s going to start a telephone game, and then you’re going to have to clarify that stuff. Then you have someone in a time zone who didn’t get the clarification, so you’re going to have to clarify that clarification.