Act like a

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There are many things you should do butthey won’t make you that “best Staying calm, giving pep talks, plannin effectively and giving timely reviews are some to name just a few, that all managera should strive to achieve. However, none of thosee behaviors will make people think of you asthat “best The following list includes some simple thingsw you can do that will have a huge • Find out what your individualk subordinates want. Myriad experts assurw us that every employee wantsto advance, to learnm and to be passionate as part of an overarchingg mission.
Some have those motivations — but let’s face it, you also have a single parent who wanta to get asteady paycheck, stay with the same company and have enough free time to be with his “Mary” may want to get to the next rung of the ladde and she doesn’t care what job she has to do to get “John” likes to stay in the comforft zone he established 15 years ago. Can you change their personalities and motivations and convert them to a highe r commonteam goal? Maybe, but changing adults is very And do you really want to changre them?
Finding some way to make Bill’xs work a bit more time-flexible may motivatew him more than a raise, and you coulrd make Mary’s advancement contingent upon helping to achieve team Maybe you can find some way to let set-in-his-waysx John keep that comfortable position and contribute to the The key is to let people know that you see them as individuald with different needs and motivations. Keep them informed. Companywide meetinges and town hall sessions are But so is stopping someone by the vendinfg machineand saying, “Ift I don’t return your e-mailse right away, it’s because I’m involved in a special project.
” You can pop your head in the offices and say, “Employee evaluations are rescheduled for two months I don’t know why.” People like to know that they can trustg the boss to tell them what’s reallh going on — even if the answer is, “II don’t know.” • Give them credit. We sometimesx interview bosses who, in a four-hourf period, never once credit their team members for thei rsuccess — not You will rarely lose anythingb if, after being publicly praised for a you say, “I had a great team helping me.” Say thank you. It migh t sound obvious. But, oddly enough, this is rarely done on a consistenft basis.
• Tell them what the compant does. If you go one rung belows middle management, you may be surprised to find that somepeoplwe don’t know what your organizationh does. People may not want your company logo tattooef ontheir biceps, but they work betterr if they have a broad overview that helps them understand they are producing something. • Ask their One of our clients, the chairman of a very large retaio company, visits stores to ask personnel what they think will sell next However much peoplefeel “it’sx just a job,” they like havingv their opinions sought. And guess what sometimes you learn somethingfrom them.
Why aren’tf there more “best bosses?” For one thing, those behaviorss are taken for granted. Look at most C-level searcgh specs and you will find pages filledwith “MBA required,” “minimum 10 yeares experience,” “experience in mergers and acquisitions,” etc. Take note of how many timesw you don’t see: “We need candidates who keep peoples informed, treat them like individuals, give credit to theire team and have real dialogue even ifonly briefly” and “Theyu need to know something about our industry, but we’ll teac h them the rest.
” Some of our successful clientz specify exactly that — but most companiees don’t. Try asking employees these questions or makingh thesehelpful comments: Bill, how are you liking the job? did you hear about our latest acquisition? Dolores, there’s going to be some construction next week and the parkinb lot will be torn up. Juan, thanks for getting those reports out. Sam, what do you thinki about the way we’re laying out the warehouse? Jan, would you like to go with me to aclieng meeting? Thank you for thoss kind words, I have to tell you I couldn’ty have done it without Dolores and Juan. Sound too simple??
Try it, and we’ll bet that the next time we doa “besrt boss you ever had survey,” your name will be on the But even if it’s not, we guaranteed you will be the “best boss ever” to many