A tale of two bosses
Styles that work — and a few that clearly do not
Fourteen years ago, a CEOI reported to stuck this little dagger into me: “Marcel, I hate to say it, but you’re just not a culture fit for this company.”
Ouch. But looking back, shewas absolutely right. A few months after I left, I reflected back onmy experiences under her leadership in comparison to the boss I had after her. Thiswas a case of two leaders as different as the cultures they helped create.
The first boss’s style led to a fear-based pressure cooker that emotionally disengaged employees. The second boss led by serving the needs of employees to do and be their best.
Here are some contrasting styles and habits I vividly recount fromeach boss. Take a look and see if you recognize any of these characteristics.
First boss
Did not value employees as human beings but only sawthem as functions.
Did not support employees with the tools, resources and things they needed to succeed on the job.
Showed little interest in their personal lives, their aspirations and their interests.
Because feedbackwas virtually nonexistent, employees had no means of measuring howwell theywere doing.
Fostered a “sink or swim” atmosphere where newer employeeswere left to their own devices and no support.
Communicated through passive-aggressive means, often using other people to deliver the message.
Often made snap judgments and assumptions without looking into all sides of an issue.
Spun a politicalweb that created silos and stimulated opposing agendas between people and departments.
Second boss
Gave his team a sense of belonging. Gave regular feedback and recognition of performance.
Allowed opportunities for professional development and growth.
Ensured everyone’s voiceswere heard. Ideas and suggestions mattered, which
Home
led to a positive employee experience.
Gave employees flexibility inwork schedules to meet family/personal responsibilities.
Allowed the team the freedom and opportunity to decide, participate in and determine howworkwas best accomplished.
Spent time mentoring his team to ensure that everyonewas being equipped to perform at the highest level.
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