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.
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892 6703
 +63
908 880 4178
 leaders@chalre.com
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SuperAttainer:
Robert Clive
British Military Leader:
Robert
Clive
Main
Life Accomplishments:
Also
known as Clive of India, was a British soldier who established the
military and political supremacy of the East India Company in Southern
India and Bengal. Together with Warren Hastings he was one of the key
figures in the creation of British India.
Basics:
Born: 29-Sep-1725
Moreton Say, Shropshire, England
Died: 22-Nov-1774 London, England
Nationality: British
Religion:
Fields: Politics, MIlitary
Main Accomplishments: He established British rule in India.
Chronology
of Life Events:
29
September 1725
Birth
of Robert Clive
4
September 1746
Madras
was attacked by French Forces led by La Bourdonnais (this dispute was part
of the War of the Austrian Succession) and after several days of
bombardment the English forces surrendered and the French entered the
city.
1748
The
Peace of Aix-la-Chapelle forced him to return to civil duties for a short
time.
summer
of 1751
Chanda
Sahib had left Arcot, the capital of the Carnatic, to attack Mahommed Ali
Wallajah at Tiruchirapalli.
1754
The
first of the Carnatic treaties was made provisionally, between Thomas
Saunders, the Company's resident at Madras, and M. Godeheu, the French
commander, in which the English protegé, Mohammed Ali Khan Walajah, was
virtually recognized as Nawab, and both nations agreed to equalize their
possessions.
1756
When
war again broke out nd the French, during Clive's absence in Bengal,
obtained successes in the northern districts, his efforts helped to drive
them from their settlements.
July
1755
Clive
returned to India to act as deputy governor of Fort St. David, a small
settlement south of Madras.
July
17
His
convoy of ships from England, returning to India for the East India
Company, the lead ship Dodington wrecked near Port Elizabeth, losing a
chest of gold coins belonging to Robert Clive, worth £33000
1756
Siraj
Ud Daulah had succeeded his grand father Alivardi Khan as Nawab of Bengal.
June
1756
Clive
received news, firstly that the new Nawab had attacked the English at
Kasimbazar and he had taken the fort at Calcutta.
Dec.
1756
No
response had been received to diplomatic letters to the Nawab and so
Admiral Charles Watson and Clive were dispatched to attack the Nawab's
army and remove him from Calcutta by force.
2
January 1757
Calcutta
itself was taken with similar ease.
3
February 1757
Clive
encountered the army of the Nawab itself.
5
February 1757
The
British forces attacked and after an initial assault during which around
one tenth of the British attackers were killed, the Nawab sought to make
terms with Clive and surrendered control of Calcutta.
21
June 1757
Clive
arrived on the bank opposite Plassey, in the midst of that outburst of
rain which ushers in the south-west monsoon of India.
1760
The
35-year-old Clive returned to England with a fortune of at least £300,000
and the quit-rent of £27,000 a year.
3
May 1765
Clive
landed at Calcutta to learn that Mir Jafar had died, leaving him
personally £70,000, and had been succeeded by his son, though not before
the government had been further demoralized by taking £100,000 as a gift
from the new Nawab; while Kasim Ali had induced not only the viceroy of
Oudh, but the emperor of Delhi himself, to invade Bihar.
February
1767
Clive
left India for the last time
1769
He
acquired the house and gardens at Claremont near Esher and commissioned
Lancelot "Capability" Brown to remodel the garden and rebuild
the house.
1772
He
had to defend his actions against his numerous and vocal critics in
Britain.
22
November 1774
He
committed suicide at his Berkeley Square home in London by stabbing
himself with a pen-knife.
Early
Life:
Robert
Clive was born at Styche, the family estate, in the parish in Moreton Say,
near Market Drayton, Shropshire. He was briefly educated at Merchant
Taylors' School in London, until his expulsion. From his second speech in
the House of Commons in 1773, it is known that the estate yielded only £500
a year. To supplement this income, his father practised law. The Clives,
or Clyves, were one of the oldest families in the county of Shropshire.
They held the manor of that name in the reign of Henry II. Members of the
family include an Irish chancellor of the exchequer under Henry VIII, a
member of the Long Parliament. Robert's father for many years represented
Montgomeryshire in parliament. His mother was the daughter of Nathaniel
Gaskell of Manchester. Robert was their eldest son. He had five younger
sisters and a brother.
Teachers despaired of the young Clive. He is reputed to have climbed the
tower of St Mary's Parish Church in Market Drayton and perched on a
gargoyle, frightening those down below. He also attempted to set up a
protection racket enforced by a gang of youths. Faced with the choice of
paying up or receiving a visit from Clive and his 'boys', many of Market
Drayton's shopkeepers decided to pay.
If his behaviour generally was bad, in school it was worse - he was
expelled from three schools, including Market Drayton Grammar School. For
all his neglect of studies, he did develop a clear and vigorous writing
style which marked all his despatches, and made Lord Chatham declare that
one of his speeches in the House of Commons was the most eloquent he had
ever heard.
Wife
Background:
His
wife is Margaret Maskelyne. In 1766, she rented Westcomb House, not far
from the Royal Observatory in Greenwich, where her brother, Nevil, lived.
Father
Background:
Robert's
father for many years represented Montgomeryshire in parliament.
Mother
Background:
His
mother was the daughter of Nathaniel Gaskell of Manchester.
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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