When I hired my first employee I became a boss. At the time, I had no clue what being a boss even meant,. It was like becoming a parent for the first time, which oddly enough, I did almost simultaneously. At first, (for both new roles, to be honest), I approached being a parent and being the same way. I would always default to being their buddy. To me, I felt like if I were just motivating and inspiring, that would be enough to keep my employees performing and my children behaving. Some people default to being strict about everything, They think: "I'm not their friend; I'm their boss! I have to show authority." In actuality, neither method will work effectively! There are two parts to being a great boss: Leadership and Management. You need both to be a great boss and a great parent.
To be a leader you must have a clear vision. It must be perfectly clear to everyone around you, not just to you. Your excitement around your precise vision -- aka your leadership-- gets people excited to help your team move towards that vision. You might not even realize all the people observing your excitement about your vision. It's easy and energizing for you to talk to your employees about the journey you are on. It's motivating and inspiring! Your excitement and exactness with which your present the target of your excitement paint the future so clearly that it's easy to get people to follow you. Thus, as your team grows around you, it is vital that they share your vision you have led them to understand. By leading the troops into battle (or in a different application, your children into your kitchen to eat a healthy snack), you are literally showing them how they will do so for the rest of the team (or family) as it grows around you. Creating little leaders; that's leadership!
On the other hand, we have management. Management is the complement to exciting, exacting leadership. A great manager knows how to set clear expectations and goals. This means everyone on the team knows their role and responsibility. People work best when they know exactly what to do. Similarly, it's important to know how to effectively communicate with all team members. Expectations must be solid, whereas communication can be tailored. Communication should always emerge from a static measurable. There is no debate as to what each person is meant to accomplish, but you can and must be subjective in how you deliver your messaging around those measurable. That's where the tact of management comes in. The severity of the message and modality of the motivation stem from your ability to learn and adjust as you explore what best motivates your team members around their clear goals. Some people are best challenged, others are best encouraged. Test and adjust accordingly. No matter what kind of motivation a person responds to, certain maxims hold true. A great manager always aims to praise in public and corrects in private. Furthermore, as a manager you need to be consistent and put the good of the company first. Being a great boss means holding certain things firm while massaging the messaging around them. Thus, you are not everyone's best friend nor their taskmaster. You are their leader and manager, you are their great boss.
Accountability is the byproduct of great leadership and great management.
Studies have repeatedly shown that the majority of employees are disengaged at work. But it doesn’t have to be this way. Often, the difference between a group of indifferent employees and a fully engaged team comes down to one simple thing—a great boss. In How to Be a Great Boss, Gino Wickman and Rene’ Boer present a straightforward, practical approach to help bosses at all levels of an organization get the most from their people. They share time-tested tools that have worked for more than 30,000 bosses in every industry. You can learn to be a great boss—and dramatically improve both your organization’s performance and your team’s excitement about their work. In this book you will discover how to:
Additionally, it explains and emphasizes:
How to Be a Great Boss provides practical tools that you can apply immediately with your people, allowing you to focus on improving and growing your organization and truly enjoy what you do.
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