For the past four decades, I have been coaching and teaching supervisors, managers, and executives at all levels the vital principles of being successful leaders. One exercise I have intentionally included in hundreds of workshops and training sessions I’ve conducted globally is called “The Ideal Boss.”
This simple activity asks the class members to list the key behaviors and characteristics they believe make an ideal boss.
Here are the results (in order) from tens of thousands of professionals throughout the world in a variety of industries, governments, and cultures:
You can count on them to do what they say they will do. They have integrity. Their public and private faces are the same. They are trustworthy and will follow up with commitments.
They have your back. Knowing of their support assures you that you are not alone. They will stand up for you. When needed, they will provide a buffer between you and upper management.
They make time for you when you need them. They don’t make you feel you are bothering them when you ask for help. No matter the distance, they are there for you.
They clarify both the purpose and reasoning behind their request. You don’t feel you are in the dark with an assignment. They give you the context, the big picture, and the “why” so you fully understand the scope of your responsibilities, which makes you feel included.
When you tell them your concerns, they are genuinely listening—not just giving lip service. Their listening non-verbals match their sincerity when you talk to them. They pay attention to you. They respond to you to clarify your understanding.
They don’t treat you one way and your colleagues another way. You feel that you can predict their behavior. Any team member is not more important than any other member.
They make you feel that your contributions matter and that you make a difference. They encourage you to try harder, willingly share credit, and they appreciate your sacrifices.
They look for ways to help you learn new skills. They allow you to stretch your capabilities. They look for new opportunities for you. They believe in you. They care about your future.
They let you know when you do things well, so you have the desire to continue performing at a high caliber. When you need constructive feedback, they do it privately, preserving your dignity, and separating the act from the person. Their praise is meaningful and specific. You know where you stand.
The real test of these nine behaviors is whether YOU have them.
How close to an ideal boss are you—honestly? How do you measure up? Here is a simple question to begin to gain the perspective of finding out? Ask yourself the direct and honest question of what it is like to work for you.
Would YOU want to work for you? Why or why not?
What would you change within your leadership toolbox to make your direct reports more productive, have higher morale, and enjoy being on your team?
Use the above list of nine to measure your progress as you supervise others. It is difficult to focus on all of them at once, so choose just one or two that are important to your situation. Work on them for some time, then move to the next one. You will be amazed at the difference small incremental improvements can make.
SELF-CHECK: