Are you an Average or Extraordinary Boss?

Over the years of consulting to a diverse range of businesses it has become evident to me that there is a clear distinction between run of the mill leaders and those that could be considered exceptional. Many readers of the following observations will no doubt recognise some of these traits

So what makes them different and which applies to you?

1. Business is a symbiosis, not a battlefield.

Average bosses see business as a conflict between companies, departments and groups. They build their own armies of “troops” to order about, demonize competitors as “enemies,” and treat customers as “territory” to be conquered.

Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers … and even competitors.

2. A company is a community, not a machine.

Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by “pulling levers” and “steering the ship.”

Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community and company at large.

3. Recruit right and train staff, not hire and expect.

Average bosses take on new recruits without using professional processes, provide little or no training and then expect their people to do the job the way they want it done straight away, then criticise them for not doing their job properly.

Extraordinary bosses believe that recruiting the right people is fundamental to the success of their business. They believe in utilizing the best possible recruitment techniques and giving their people the skills they need to do the job… before they need to do it.

4. Management is service, not control.

Average bosses want employees to do exactly what they’re told. They’re hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the “wait and see what the boss says” mentality.

Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They set objectives, empower their staff and allow teams to form their own rules and initiatives, intervening only in emergencies.

5. My employees are my peers, not my children.

Average bosses see employees as inferior beings who simply can’t be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds.

Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.

6. Motivation comes from vision, not from fear.

Average bosses see fear of getting fired, ridicule and loss of privilege as a crucial way to motivate people.  As a result, employees and managers alike become paralyzed and unable to make risky decisions.

Extraordinary bosses inspire people to see a better future and how they’ll be a part of it.  As a result, employees work harder because they believe in the organization’s goals, truly enjoy what they’re doing and get satisfaction from their and the company’s results.

7. Change equals growth, not pain.

Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change … until it’s too late.

Extraordinary bosses see change as an inevitable part of life. While they don’t value change for its own sake, they know that success is only possible if employees and organisations embrace new ideas and new ways of doing business.

8. Technology offers empowerment, not automation.

Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.

Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.

9. Work should be fun, not mere toil.

Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.

Extraordinary bosses see work as something that should be inherently enjoyable–and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them

10. Success should be rewarded, not taken for granted.

Average bosses drive their people hard believing that their staff are just doing what they are paid for, offering no recognition or reward.

Exceptional bosses “motivate the service in return” and engage with their workers in both setting and meeting objectives. They both recognise good work and reward excellence.