You can get some answers to this critical question by rating yourself against a composite list of the attributes employees say their bosses should have if both parties are to be successful.
(And, by the way, you can rate your boss while you are at it.)
The ability to be a good two-way communicator shows up on every survey of desired management qualities. (Despite this fact, most employees give their supervisors and employers only mediocre ratings on their ability to communicate. Scores for being “good listeners” are even lower than those for good “senders.”)
One woman complained, “My boss plays his cards so close to his vest that even he can’t read them. How does he expect us to know what we are doing?”
Proficiency in a craft or profession is important. In order to lead, managers must establish their credibility by understanding and being able to perform the basic functions that keep the organization’s wheels turning.
At the same time, good bosses are expected to maintain a broad global perspective of how their work, and that of those they supervise, fit into the total mission of the organization.
Diplomatic, fair, objective are terms that are always used to describe the successful manager. (Employees say they actually want their bosses to be “hard nosed.” But they insist they must be fair.)
Managers should be serious about the business of their employer and their respective roles in helping to assure success.
Good bosses provide explicit explanation of the purposes of assignments but allow wide latitudes as to how to accomplish them. (“Please complete Project A and then check with me before you start Project B to it. We need to have this finished by noon Friday at a cost not to exceed $5,000.”)
Good bosses are self-confident. (One of the most reliable indicators of this trait is when a manager is willing and able to hire people smarter than herself. Self-confident bosses are able to delegate/share responsibility and authority.)
The best bosses are good teachers and coaches. They are willing to share their experience and knowledge. The ability to look over a subordinate’s shoulder and provide steady guidance without suffocation and meddlesomeness is highly prized. Bosses should be able to truly delegate and share responsibilities and authorities, so those they supervise can learn and grow. Good managers always remember that their responsibility is to enable other people to do the job for which they are being paid. Delegation won’t occur – in fact, it can’t be accomplished – in the absence of self-confidence.
Being willing to share the spotlight with employees is rated as another highly desirable trait. Managers should always operate in the “we mode” as opposed to the “I mode.” This approach is also productive for the manager in his upward relationships. Being willing to share credit is a sign of savvy leader/manager, not just a worker-bee doer.
Numerous other qualities draw frequent comments, such as honest, consistent, aggressive, protective and ambitious.
Employees want their bosses to practice the four R’s of management: require, review, reward and respect.
