My client Mitch, an investment manager, wanted to reinvent investment banking. But as a leader, he had to convince his team to apply his ideas, even though they could make some members uncomfortable. So, as you read, ask yourself:

Mitch could answer these questions affirmatively, but he also continually evaluated his progress. “You can’t lead,” he said, “without making sure that you’re working at your peak.”

Mitch, then around 50, ran an investment management service for high-net-worth families. But he wanted to found a new firm, based on principles that he wanted to test. He called these principles "radical collaboration" (RC).

RC would create something less impersonal, more responsive to human instincts that (he insisted) drove the market. It would add a new dimension to market analysis that encompassed an analyst’s humanity.

“Right now,” he explained, “my team crunches numbers, but the human element is missing from our equation.”

I asked him to tell me more. “For one thing, there’ll be real give-and-take among my team.” Mitch saw his team as a family. “If you can’t bare your soul to people you work with,” he said, “they won’t understand your motivations—why you think money should go here and not there. The best investment decisions turn on trust and understanding.”........

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