For many years, we’d been trying to perform a self-owned talent management company. Existing talent management companies are owned by the managers, who are different than the talent. We wanted to imagine a firm where the managers were also talent, and the talent were also managers, and where the whole firm owned itself. But how? Because the divide between talent and management felt real. Talent was a moonshine and dreamy kind of energy, a party energy that left its mark on some aesthetic surface, talent was antistrategic, because the needs of the party moment exceeded strategy and management was a sunlight energy, sober, alert, completely aware of the situation, aiming to support that party energy but not to be the party energy. Management was strategic, because it sought to support the needs of the party moment.
Keep reading with a 7-day free trial
Subscribe to BB's Personal Magazine to keep reading this post and get 7 days of free access to the full post archives.