Joel A. Garfinkle - How to Be a Great Boss

People dont quit their jobs because of bad pay. They quit because of bad bosses.

Of course, everyone complains about being underpaid when theyre refilling their coffee cups or microwaving lunch, but surprisingly few employees quit because they are unhappy with their compensation.

A study by the Gallup organization gives credence to this point: James K. Harter, Gallups chief scientist for workplace management, has demonstrated that at least 75 percent of voluntary turnover hinges on managerial relationships.

Further evidence comes from Google: A study of its workforce concluded that what employees valued most were even-keeled bosses who made time for one-on-one meetings, who helped people puzzle through problems by asking questions, not dictating answers, and who took an interest in employees lives and careers.

Googles research shows that people typically left the company for one of three reasons: One, they dont feel a connection to the companys mission; two, they dont like or respect their co-workers; and, three, they have a terrible boss. The third reason accounted for far more turnover than the other two.

Given that your employees place enormous value on their relationships with you, it is imperative that you establish and maintain a positive work environment. The first step: Recognize that no one possesses innate boss skills. You have to learn how to be a boss.

Many people are promoted to a supervisory position because they did a good job in a subordinate position. But the job of a boss is very different, and sometimes it requires counterintuitive thinking and actions.

Lets say you have an employee whos not contributing to team efforts or who constantly misses deadlines. Logic would dictate that, as the boss, you should monitor him closely, coach him regularly, and possible discipline him. Instead, why not ask him what he wants? Maybe hes unproductive because hes not feeling challenged and would shine with a different kind of assignment. Perhaps there are interpersonal issues between this individual and his colleagues that you havent noticed. A conversation in a safe, positive environment can reveal these issues and help resolve them. With effort and commitment on your part, you can become the boss your employees deserve.

This brief book shows you exactly how to do that. No matter where you reside on the continuum between great boss and bad boss, theres always room for improvement. The key is to understand - and adopt - the seven traits of great bosses. They are:

1. A great boss empowers people.
2. A great boss provides growth opportunities.
3. A great boss trains through feedback.
4. A great boss makes tough choices.
5. A great boss gives thanks.
6. A great boss creates a positive workplace culture.
7. A great boss shows people their futures.

This self-evaluation will help you see exactly where you stand today in terms of your skills as a boss and where you need to go next.

1. I give public praise for a job well done.

• Never
• Seldom
• Periodically
• Often
• Always

2. I critique and discipline people in private.

• Never
• Seldom
• Periodically
• Often
• Always

3. I provide frequent feedback.

• Never
• Seldom
• Periodically
• Often
• Always

4. I hold employees accountable.

• Never
• Seldom
• Periodically
• Often
• Always

5. I give underperforming employees a chance to improve.

• Never
• Seldom
• Periodically
• Often
• Always

6. I relish difficult conversations.

• Never
• Seldom
• Periodically
• Often
• Always

7. I fire people when necessary.

• Never
• Seldom
• Periodically
• Often
• Always

8. I share credit.

• Never
• Seldom
• Periodically
• Often
• Always

9. I promote my teams accomplishments to my peers and bosses.

• Never
• Seldom
• Periodically
• Often
• Always

10. I praise people for their positive contributions.

• Never
• Seldom
• Periodically
• Often
• Always

11. I say thank you.

• Never
• Seldom
• Periodically
• Often
• Always

12. I make sure people know I have their backs.

• Never
• Seldom
• Periodically
• Often
• Always

13. I delegate responsibility.

• Never
• Seldom
• Periodically
• Often
• Always

14. I make it safe for people to fail.

• Never
• Seldom
• Periodically
• Often
• Always

15. I share the big picture.

• Never
• Seldom
• Periodically
• Often
• Always

16. I coach and mentor people and offer them the opportunity to learn.

• Never
• Seldom
• Periodically
• Often
• Always

17. I provide challenging work assignments that promote individual growth.

• Never
• Seldom
• Periodically
• Often
• Always

18. I openly share my experiences, including my failures.

• Never
• Seldom
• Sometimes
• Often
• Always

19. I prepare people for their next promotion.

• Never
• Seldom
• Periodically
• Often
• Always

20. I support company traditions and events.

• Never
• Seldom
• Periodically
• Often
• Always

Scoring:

Never = 1

Seldom = 2

Sometimes = 3

Often = 4

Always = 5

0 to 20 - Youre in trouble. Save your job.

21 to 40 - Youre in need of a turnaround. Its time to move in a new direction.

41 to 60 - Youre doing okay but not great. You need to expand your effectiveness.

61 to 80 - Youre above average. Your aim should be to refine your effectiveness.

81 to 100 - Youre in the big leagues. Youre ready to move you from being a good boss to being a great boss.

This book can help bosses at each level. Lets get started.

Lets examine each of the seven great-boss traits in more detail.

How does a great boss empower his or her employees? By delegating responsibility, not just tasks. And what does empowerment mean to great bosses? They act with confidence, entrusting people with meaningful work and responsibility, not just tasks.

Too many bosses look at their own responsibilities and figure out how to off-load mundane, boring, or risky jobs. Thats dumping, not delegating. A great boss, by contrast, gives employees a chance to shine, assigning projects that are challenging but not overwhelming. This increases the probability of success for all employees.

When delegating a project to an individual or a team, connect the dots for those involved. You, of course, should already know how the project fits into the companys bigger picture where your organizations senior leadership is headed and what they want and expect from you. What you need your people to deliver is not a standalone piece. It is part of the mosaic called our company, and your team needs to know where it fits.

Once youve apprised people of the bigger picture, encourage them to take on a challenge and trust them to do what needs doing. Your trust is critical. If you delegate a project, get out of the way. Let people design and shape the work themselves. Dont expect the job to be done exactly as you would have done it. Different people have different approaches, and someone elses way may be just as creative and productive as yours.