I have been thinking a lot recently about what separates good bosses and bad bosses. There are two recent events that I believe are responsible for this being top-of-mind for me right now. First, my company was acquired and everywhere I go people are experiencing acquisition pangs. Second, a dear and influential executive from my work sphere recently passed away. The combination of these two events has me thinking about when I have most enjoyed and when I have most disliked my work. Without exception, the difference between which end of that spectrum I was on was all about my boss.
I certainly was more energized, more productive, took more calculated risks, was more creative, was more cheerful, was a better team player, etc., when I had a good boss. The bad bosses, frankly, sucked the creativity and energy right out of me. I know that some of this is just a matter of personality fit. But I have had good bosses with whom I really didn’t want to hang out, but for whom I had great respect. So, compatibility aside, I’m convinced that there are some fundamental qualities that describe good bosses and when those qualities are missing, the result is a bad boss.
- Choose the right people. I have learned much from managers with the talent of spotting talent. Key to doing this well is understanding your own abilities and choosing people who complement and augment your strengths. Too often managers surround themselves with people just like them and end up with the equivalent of a team full of carpenters with only hammers in their tool kit. A good manager picks talented people with a variety of skills, resulting in a team of people with all the tools required to do the work. The mechanics of how to pick great people is a meaty one, so I will just boil it down to the essentials 1) look for the right fit, attitude, and aptitude remembering that it is possible to train for technical skills, but improbable that you can retrain attitude and aptitude; and 2) do your homework. Interview candidates. Have your team do some interviewing. Check references. Use your team as recruiters, giving lots of weight to the opinions of your most valued employees. And if the person you’re considering works for your current company, talk to their teammates, their manager, and anyone else whose opinion you value.
- Set direction. Strong leaders figure out where the team should be going and communicate a strong vision to the team so that everyone is moving in the same direction. Figure out how your team adds value, what they need to accomplish, how they can make a difference. This direction needs to be something that each person in your organization can hold up as the test for what is important to do and what is not. If your team doesn’t know who they are and where they are going, you are not being a leader. If the direction isn’t one that inspires, makes people think of possibilities, fosters creativity, then you are not being a leader. You get extra good boss points if you have your team of excellent people help you figure out what this direction should be. (Note: “Avoid getting laid off” is not an inspiring vision. Neither is “Just do what I say.”)
- Remove roadblocks. Your people have challenges and frustrations that they aren’t equipped to solve alone. Find out what is holding them back and driving them nuts. Then fix them. Here’s an example: I was given a team of senior technical support engineers supporting a product that had just shipped a release with serious quality issues. This poor team had a new boss, a terribly buggy product, long hold times, angry customers, and half their team on the road doing a training tour. Most of that situation I couldn’t fix, at least not immediately. But I asked them what wasn’t working. I kept asking them about all the things that were broken and all the frustrations they had, and it wasn’t long before I had a meaningful list of things that I could work on in their behalf. I found out that one of the biggest pain points was a long line of customers with serious technical issues that required a repair performed by a development engineer. The trouble was that the development engineers were taking 2+ weeks to pick up each customer issue, and these were customer’s production systems – and the customers couldn’t wait that long for fixes. It took months of negotiating, me refusing to take “no” for an answer, and the support of a great boss of my own, but I was finally able to get the repair tool given to my team so that they could fix these problems themselves. That tool has been a pivotal part of troubleshooting that product ever since. The key here is that I asked them what was keeping them from getting the work done. I listened. And then I did my part to address what I could.
- Get out of their way. I am convinced that this is where most bosses trip up. Perhaps the tendency to micromanage stems from the propensity to reward great individual contributors by promoting them to be managers. As managers, these great individual contributors often keep doing what they did that made them so successful in their old jobs – work hard, do everything themselves, make every decision, and in short, become truly horrible bosses. My advice here is to get really comfortable with the reality that you can’t lead a team while you try to do their jobs for them. If you are convinced that you can’t take a vacation or a sick day because the office can’t possibly function without you, you are a bad boss. If you make tactical decisions without consulting your team, you are a bad boss. In fact, I might even go so far as to say that if you make ANY tactical decisions, you’re a bad boss. So, step back. Take a deep breath. Carefully consider the wonderful team of people that you have pulled together to do the work. And let them do the work. Give them the responsibility to get the work done and hold them accountable for the results. Give them the visibility and recognition appropriate for their accomplishments. And trust that as their boss, you get to share the glory for their wins. You’ll get the reflected dishonor, too, if they mess up, so stay in touch and guide and advise. But let them lead the way, do the work, and get the visibility, all the way across the finish line. And yes, this may mean letting THEM be the ones to present the proposal to the big wigs. Show your team that you trust them and respect their expertise and they will amaze you with their results.
And that’s it folks! Just get good people, point them in the right direction, remove barriers for them, and get out of their way. If you aren’t sure how well you’re doing these things, consider asking your team. If you’re a good boss with a relationship of trust with your team, they’ll tell you what you’re doing well and where you can improve. If you’re a bad boss, well, they’ll probably lie and say you do everything perfectly.
So then just ask me. I’ll give it to you straight















