Identifying
SuperAttainers
The
SuperAttainment Research Center is funding a multi-year study of high achieving individuals across a great variety of fields and geographies. The purpose is to determine key attributes indicating an propensity toward superior achievement that can be recognized by most people with experience managing other people.
The work is ongoing and is being expanded continuously.
The
SuperAttainment Research Center is an initiative to help people
in management positions identify high potential leaders and channel
them toward meaningful contributions to their organizations and to
society at large.
The
8 attributes of SuperAttainers listed below are considered some of
the
most common and easiest to identify when accompanied by other
aspects of career success.
8
Attributes of
SuperAttainers
1. Early Success
The Early Bird Gets the Worm…and Everything Else
SuperAttainers usually begin doing amazing things early in their life. In fields like music and sport, it has long been
understood that for a child to have a chance at greatness, he needs to begin around age 3 and then work at it for many years. In business and politics, unusual ability is also recognized early in a SuperAttainer’s career and is followed with many years of continued achievement. In the greatness game, it is the rabbit who wins the
race -- as long as he persists like the tortoise.
2. Contrarian
When in Rome, Don’t Do As the Romans
SuperAttainers generally think of themselves as different and apart from other people. They can often be described as rebellious and
disobedient by those who try to rule over them and are never willing crowd followers. Tremendous success seems to require doing things tremendously different.
Doing things a little better will yield results that are only a little better than others and this is not what SuperAttainers are interested in.
3. Conceited
The Pride Before The Rise
In order for someone to be thought of as great in the minds of others, he must first be thought of as great in his own mind. The tremendous achievements of SuperAttainers seem to be merely a realization in the outer world of what is already in their inner world. Predictably, it is uncommon for such people to be overly shy about describing their abundant abilities. Many SuperAttainers have come to recognize that being known as arrogant does not help their purpose and they do a good job of appearing modest. However, a bit of digging into their personality should uncover a deep feeling of self-significance.
4. Hard-Knocked
Nothing Succeeds Like Suffering
SuperAttainers have often experienced traumatic periods when their careers or even their lives were in great peril. It is during these times that they gain a deep seated feeling of personal vulnerability that can stay with them for the rest of their lives. The advantage to the future SuperAttainer is that they become consumed by the realization that they must accomplish all they can while they have the chance because it can all come crashing down at any time. It is a psychological condition that will drive them to greatness for
the rest of their lives.
5. Loner
One is Company, Two is a Crowd
SuperAttainers are often described by others as dreamers, outsiders, cold-hearted and similar labels often given to loners. They are comfortable spending long periods in the company of themselves to ponder, learn and envisage the future. Many develop a love of solitary activities such as book-reading early in their life. They are not usually enthusiastic participants in team activities except when they are
leading the group.
6. Mentored
& Motivated
Behind Every Great Man are His Parents
Parents often play
the key role in the cultivation and realization of SuperAttainers,
spending immense amounts of time and money to give their offspring
the skills, experiences and relationships required for immense
amounts of success. They tutor baby SuperAttainers from the crib,
send them to the best schools and put them in touch with the best
mentors. It has been shown that mothers, in particular, can play a
strong role if they are supremely confident in their son's innate
abilities and then take devoted and continuing action to develop
them.
7. Discontent
Patience is No Virtue
SuperAttainers have an abnormally intense need for continuous accomplishment. Success does not bring these people a sense of inner peace. There is always someone else to overtake or a higher target to aspire to. They are impatient, dissatisfied and edgy when not engaged in activities that lead to the fulfillment of their personal goals. They seem psychologically unstable in this regard compared with most people.
8. Promoted
Self-Flattery Gets You Everywhere
There have been many great people who have lived and died in the history of our species but nobody knows most of them because their achievements were inadequately documented. In order to be thought of as a great success by large numbers of people, someone needs to be a great success at publicizing the SuperAttainer. In most instances, it is the SuperAttainers
themselves who are great self-promoters. In other cases, another talented person takes on the critically important role.
TWO
TYPES OF SUPERATTAINERS
1. Aristocratic SuperAttainers
Pampered and pompous, these people excel despite having been given it all. They grow up with all the best things, attend the best schools and hobnob with the best minds. Because they are so deeply bonded to a powerful and privileged elite, they are often conservative and elitist. Real change seldom happens with these people in charge. On the plus side, they are less likely to lead themselves and their followers down paths of mutual destruction. Examples of Aristocratic SuperAttainers include: Winston Churchill, Peter the Great, Louis XIV and Frederick the Great.
2. Come-From-
Nothing
SuperAttainers
Rags to riches, these people pull themselves up to greatness through tremendous obstacles. Luck plays a role but most of their success is due to relentless force of character. Since they come from outside the establishment, they can be great agents of change. Unfortunately, they are prone to crash and burning when they inevitably overstretch themselves and their supporters. Examples of Come-From-Nothing SuperAttainers include: Joseph Stalin,
Napoleon Bonaparte, Adolf Hitler, Benito Mussolini and Mao Zedong.
Rules
for Managers
Rules
for Self-Help
Rules
for Parents
Men
Vs. Women
The
SuperAttainment Research Center is operated as a CSR
(Corporate Social Responsibility) activity of Chalre
Associates Executive Search to help business people identify and
develop future leaders for their organizations and society at
large.
Chalre
Associates is a regional provider of Executive Search services
in the emerging countries of the Asia Pacific region.
Multinational companies use them to bridge the gap between the local
environment and their world-class requirements in countries like
Philippines, Indonesia, Vietnam, Cambodia and Laos.

+632 892 6703
+63 908 880 4178
leaders@chalre.com
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SuperAttainer:
Lord Beaverbrook

Canadian
Press Baron & Statesman:
Lord
Beaverbrook
Main
Life Accomplishments:
Lord
Beaverbrook – William Maxwell Aitken – was a self-made man who grew up
the son of a Scottish Presbyterian preacher in Newcastle, N.B., and became
a millionaire businessman, a press baron and a British politician. He had
a reputation as a shrewd political figure and a pushy newspaper publisher,
barking orders to the editors of his London papers down the telephone
lines from his country mansion, Cherkley Court, near Leatherhead, Surrey.
Aitken
had a large personality and was known to enjoy his reputation as a
mischief-maker "par excellence" who kept his "Canadian
drawl" as he moved about London's political circles. Novelist William
Gerhardie once asked Aitken if his middle name was short for Maximillian,
to which Aitken reportedly replied "No, Maximultimillion."
Almost everything about the man seems to have a mythical and a factual
version. For example, his peerage name, Beaverbrook, has a romantic story
attached to it that Aitken picked the name because it reminded him of a
stream near his home in New Brunswick where he fished as a boy. The less
colourful version reports that it was simply a place he found on a map.
It has been said that Aitken enjoyed his position as an outsider, but it
seems he also enjoyed being an insider, playing a role in British politics
for more than 50 years. Aitken was a confidant of Sir Winston Churchill
– whose name is recorded over and over again in the guest book at
Cherkley Court. Bonar Law, a right-hand man to British Prime Minister
David Lloyd George, was a regular guest who always celebrated Christmas
there, and poet Rudyard Kipling not only signed in at Cherkley Court, he
wrote a poem for the first guest book.
Basics:
Born:
25-May-1879 Maple, Ontario, Canada
Died: 9-Jun-1964
Leatherhead, Surrey, England
Nationality: Canadian
Fields: Business
Main Accomplishments: A Canadian businessman and politician
who left an indelible mark on politics and journalism on both sides of the
Atlantic. Aitken rose to prominence as a merger king in Canada before
gravitating into British politics and mass-circulation journalism. In 1916
he was elevated to the peerage as Lord Beaverbrook.
Chronology
of Life Events:
May
25, 1879
Lord
Beaverbrook born in Maple, Ontario Canada
1904
When
Stairs opened his newly formed Royal Securities Corporation, Aitken became
a minority shareholder and the firm's general manager.
Jan
29, 1906
Aitken
married Gladys Henderson Drury, daughter of Major-General Charles William
Drury CBE
1910
Aitken
acquired many of the small regional cement plants in Eastern Canada and
amalgamated them into Canada Cement.
1912
A.
J. Nesbitt left Aitken's employ to form the Nesbitt, Thomson and Co. stock
brokerage.
1917
He
was granted a peerage in 1917 as the 1st Baron Beaverbrook.
1919
Aitken
appointed employee Izaak Walton Killam as the new President of Royal
Securities and sold the Canadian securities company to Killam.
1957
A
bronze statue of Lord Beaverbrook was erected at the centre of Officers'
Square in Fredericton, New Brunswick, paid for by money raised by children
throughout the province.
Jun
9, 1964
He
died in Leatherhead, Surrey, England
Early
Life:
William
Maxwell Aitken was born in Maple, Ontario, on May 25, 1879, the fifth of
ten children of Jane and William Aitken. His father's itinerant career as
a minister of the Church of Scotland left a moral and geographic imprint
on young Max, who grew up in New Brunswick on Canada's Atlantic coast. He
imbibed Presbyterian values in a region that was seeing its once strong
prowess in the wood, wind, and water industries eroded by technological
and regional shifts in the Canadian economy. Max's early personality
displayed a bumptious opportunism brought on by the limited scope for
advancement in Atlantic Canada; Aitken's entire career may be seen as a
steady gravitation from the margins of economic, social, and political
power to its center - from the Atlantic provinces to Montreal and
ultimately to London, the seat of imperial political and financial power.
Other New Brunswick "boys" would follow similar patterns: Louis
B. Mayer to Hollywood and Richard Bedford Bennett to the Canadian prime
ministership.
An apt student with a penchant for math and reading, Max cut his
entrepreneurial teeth selling magazines and insurance door-to-door. The
study of law briefly beckoned but did not overcome his restlessness, and
in 1898 Aitken headed for Canada's "last best west," where in
Calgary he joined his boyhood friend R.B. "Dick" Bennett in
operating a bowling alley. Sensing that finance capitalism was the
lifeblood of Canada's booming economy, Aitken returned east to use his
persuasive personality in the possibilities of company promotion. As
secretary to Halifax promoter John F. Stairs, Aitken quickly acquired a
reputation and growing wealth as the seller of bonds in Canadian
industrial and utility ventures, some of which extended south to Cuba and
the Caribbean. The limited capital pool of the maritime provinces prompted
Aitken to shift his focus in 1906 to Montreal, Canada's financial hub.
Aitken's arrival in the Canadian business establishment was reinforced by
his marriage that same year to Gladys Drury, daughter of a well-placed
Halifax family; three children followed: Janet (1908), Max (1910), and
Peter (1912).
In Montreal Aitken capitalized on the opportunities for industrial
consolidation in the hothouse of national industrial development. He
assembled integrated companies out of hitherto fragmented industries, the
creation of Canada Cement in 1909 and the Steel Company of Canada in 1910
being the best examples. These activities had a two-fold outcome. They
made Aitken very wealthy; he was by 1910 a millionaire with a reputation
as a bold "money spinner" capable of remaking the Canadian
industrial landscape. They also drew him deeper into the transatlantic web
of financial dependence that underlay the Canadian economy. At the same
time, Aitken's business methods - alleged stock watering and questionable
promotional tactics - affixed a lifelong stigma to his name.
From his arrival in England in 1910 to his death in 1964, Aitken was
principally concerned with British politics and journalism. Few abiding
principles pervaded his activities in these years; as in business, he was
interested in power and the deal-making that underlay it. Aitken
understood the power of modern mass democracy - so evident in the sway of
his mass-circulation daily newspapers - and the necessary accommodations
that turned broad public sentiment into policy. His ventures into amateur
history bespoke this instinct: titles such as Politicians and the Press
(1925) and Men and Power, 1917-1918 (1956) were best-sellers.
In 1910 Aitken won election as a Conservative member of Parliament for
Ashton-under-Lyne; it would be his only elected office. While he excelled
at the rhetoric of politics, he faded in the day-to-day practice of
politics. Knighted in 1911, he drifted into back room political intrigue
and began investing in the Daily Express, a profitable example of
mass-circulation "new journalism." World War I gave scope to his
charismatic qualities: he sensed the importance of "propaganda"
on the home front. He extolled the exploits of Canadian troops in Flanders
and later headed the Pictorial Propaganda Committee in England. He drew
poets, writers (including Rudyard Kipling and Arnold Bennett) and
filmmakers into the war effort. In 1918 he became Britain's minister of
information. He played a role in the downfall of Prime Minister Asquith in
1916 and then served his successor, Lloyd George. In 1916 he received a
peerage as Lord Beaverbrook, a move some alleged was designed by Lloyd
George to forestall the bumptious Canadian from seeking his own job.
In the interwar years Beaverbrook continued to build his journalistic
empire; he became a prototype of the modern "press lord." His
control of the Daily Express was complemented by addition of the Sunday
Express and the Evening Standard. The papers often reflected Beaverbrook's
personal enthusiasms: empire free trade in the late 1920s and a
fascination with Europe's totalitarian regimes. He visited both Stalin's
Russia and Hitler's Germany. When war came again in 1939, Beaverbrook
quickly abandoned his inclination to appeasement and rallied to the cause
of war, serving his friend Churchill as minister of aircraft production in
1940-1941 and then as an adviser in various guises, including a continued
championing of Russia as an ally. Despite his penchant for organization
and quick results, the "Beaver" proved a mercurial colleague,
prone to egotism and intrigue.
Peace saw Beaverbrook devote his energies to his newspaper empire and to
his philanthropic nostalgia for his New Brunswick birthplace. He relished
his social eminence in England, in Canada, and at his holiday homes in
Jamaica and the south of France. Widowed in 1927, Beaverbrook maintained a
wide circle of amorous relationships, including friendships with novelist
Rebecca West and actress Tallulah Bankhead. In 1963 he married the widow
of his childhood chum Sir James Dunn (1874-1956), a millionaire steel
maker. Within a year Beaverbrook died of cancer, on June 9, 1964, and was
buried in Newcastle, New Brunswick.
Wife
Background:
He
married Gladys Henderson Drury, daughter of Major General Charles Drury.
They had three children before her untimely passing in 1927. Beaverbrook
remained a widower for many years until 1963 when he married Marcia
Anastasia Christoforides (1910-1994), the widow of his friend Sir James
Dunn.
Father
Background:
His
father, William Cuthbert Aitken, had emigrated from Scotland to pursue a
ministerial career.
Mother
Background:
His
mother was Jane Noble, daughter of an Ulsterman who had become a
prosperous farmer and storekeeper in Vaughan.

SuperAttainer
ANALYSIS
SECTION:
1. Early Success
When
did the SuperAttainer first display ability that was greatly above average
and what were his accomplishments?
REFERENCES:
1.
2. Contrarian
What actions did the SuperAttainer take that demonstrated a mindset that was
very different from those around him?
REFERENCES:
1.
3. Conceited
What are the actions and documented statements that exhibit an elevated
sense of self importance of the SuperAttainer?
REFERENCES:
1.
4. Hard-Knocked
During what events did the SuperAttainer experience personal misery and
severe anxiety?
REFERENCES:
1.
5. Loner
Is there evidence of the SuperAttainer being comfortable spending time apart
from others?
REFERENCES:
1.
6. Mentored &
Motivated
Who was vital to developing the SuperAttainer and guiding his career and
what significant actions were taken?
REFERENCES:
1.
7. Discontent
What evidence is there that the SuperAttainer was unsatisfied with even
great personal accomplishment?
REFERENCES:
1.
8. Promoted
What actions or events were responsible for publicizing the tremendous
achievements and abilities of the SuperAttainer?
REFERENCES:
1.
Overall
Score:
x
out of 8 = xx%
PASS
SuperAttainer
Type:
Describe
the factors in the SuperAttainer’s background to indicate whether he is a
Come-From-Nothing or Aristocratic type..
Conclusion:

Executive Search
& Management Consulting:
Chalre
Associates provides its Executive Search & Management
Consulting services throughout the emerging countries of the Asia
Pacific region with specific focus on Philippines, Indonesia, Thailand,
Malaysia, Vietnam and Singapore. Regional Managers use us to help
bridge the gap between local environments and the world-class
requirements of multinational corporations.

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