Keep a running list of promising people early in their careers and get in their corner before everyone else wants a piece of them.
The idea
George C. Marshall, the "organizer of victory" for the Allies in World War II, kept a running list of promising junior officers. (Historians have debunked the literal black book, though he clearly kept the list in his head.) Many of the war's notable generals trace their promotions back to it. Peak performers come with problems: everyone wants them, their energy is limited, and you probably have little to offer that they can't already get. Rising stars are reachable, still open to help, and they never forget their Day Ones. The people running things in 5-10 years mostly aren't running things today.
How to do it
Ask yourself: what traits do I see in the people I respect most? Ambition? Super-connecting? First-principles thinking?
Find where people with those traits hang out early: niche communities, Substacks, founders of products you found remarkable.
Start your list: who would you "bring in" for an open role, a junior partner spot, a seat at your dinner table?
Help in whatever way you uniquely can, or just cheer them on through the ups and downs.
Treat it like a portfolio. You'll be wrong sometimes, and may not know for years.
Optional: Marshall also ran a "plucking committee." Prune the list now and then.
Example
I once met Mike, who waited all day at a conference, elbow to elbow with dozens of others, to pitch a famous investor. He got two minutes while the investor walked to his car. No funding, and they never spoke again. Being on someone's team before they peak means you never have to wait in that line.
Watch out for
Only works if it's genuine. People can tell when your interest is transactional.
See Who They Could Become: Engage people for who they could become, beyond their current title: ask about strengths their role doesn't use, and back that direction.
FAT Networks: Invest in people who are Fun, Ambitious and Talented, or build your own two- or three-word filter for who gets your time.
The Kitchen Cabinet: Beyond business-relevant contacts, make sure your network includes a professional contrarian, an industry oracle and a universal connector.
Generative vs. Transactional Relationships: Transactional relationships end when the exchange does. Generative ones are long-term, uneven and keep creating new value, so they deserve your tracking and care.