...you have probably experienced a particular form of bad management displayed by bosses who seem unaware of their limitations and are clearly and unjustifiably pleased with themselves. They are overconfident, abrasive, and very much in awe of themselves, particularly in light of their actual talents.

The team you construct will magnify your management methods and your message. Who you are and how well you recognize the strengths and weaknesses in your skills will directly affect how effective your team is. In fact, everything about your team is a reflection of you - for better or for worse.

As astonishing number of managers surround themselves with people of similar backgrounds. But Jeff Immelt explains that he looks for team members who can complement, rather than supplement, his strengths and weaknesses.

Let’s face it, no one, regardless of how experienced or talented, is equally adept at every aspect of a job. In any case, as Immelt points out, even if you are above average across the board, no leader has the time to concentrate on every aspect of the job, especially in the earliest days of a new position. Think about where your personal involvement will yield the most leverage and where someone else might do an even better job.

David D’Alessandro, CEO of insurance company John Hancock, wrote in Career Warfare that “more than anything else, bosses want three things from their managers: loyalty, good advice, and to have ‘their personal brands polished.

...Bill always reminded us that managing these people is one of the bigger challenges of the job. He called them “aberrant geniuses,” and said, “You get these quirky guys or women who are going to be great differentiators for you. It is your job to manage that person in a way that doesn’t disrupt the company. They have to be able to work with other people. If they can’t, you need to let them go. They need to work in an environment where they collaborate with other people.