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Monday, January 14, 2013

How to be a Good Boss?: Short List of 10 Most Important Qualities

Becoming a Good Boss: 10 Most Important Qualities for Making of a CEO

Our earlier posts have presented a long list of qualities that can make you a damn good boss. So have a look at them before you see this post.

Here we present to you just about 10 qualities that can make you not only a very good boss but can lead you to become a good CEO of your existing organization or some other organization.

Here they are:
  1. Customer touch: understand and anticipate customer needs
  2. Business acumen: a nose for business and how to make money
  3. Envision big picture: helicopter view
  4. Global mindset: boundary-less behavior
  5. Change agent: bold in decision making
  6. Self confidence with humility
  7. Sense of humor
  8. Excellent communicator
  9. Help others succeed
  10. Lifelong learning 

Thursday, August 13, 2009

How to Be a Good Boss?

(It will be a great idea to be benefited more by referring the articles on "leadership" at and "human relations" at (Human Relations) You may also like to read the "CEO Qualities" at

There are good bosses and bad bosses. A good boss is a great combination of a good leader and a good human being. Therefore, good boss is a rare of the species and much sought after too. It's no wonder, everyone craves to work for a good boss.

We give below a list of the most important points for becoming not only a good but a great boss. Read on and implement:
  1. Have a mindset that the organizations and managements succeed because of the contributions of its employees. Keep this at the back of your mind while dealing with your subordinates.
  2. Therefore, give due respect to your employees they deserve.
  3. Everybody in every position is a boss to some people as well as a subordinate to his boss. Yet, if you wish to be a good boss, think and act more like a boss and not as a subordinate. This is another important mindset you must develop.
  4. Share your goals with your employees. Involve them in goal setting exercises. Refer: (Goal/Target Setting)
  5. Define your subordinates’ roles and communicate them.
  6. Specify your other expectations from them and communicate.
  7. Facilitate your subordinates to prioritize and thus, to do better time management. Refer: (Time Management)
  8. Get to know your employees, their strengths and potentials, knowledge level, skills and competencies, their enthusiasm level; also their weaknesses.
  9. Create more and more leaders under you. Refer: (Leadership)
  10. Help get extraordinary from ordinary.
  11. Display infectious enthusiasm.
  12. Promote more and more participation of employees as your management style.
  13. Empower your staff to make certain important decisions from time to time.
  14. When necessary, facilitate to solve problems without your direct intervention or guidance.
  15. Delegate responsibility with commensurate authority and then do not hover over them supervising all the time. Refer: (Delegation)
  16. Trust your direct reports.
  17. Create a simple, clear, well communicated and well understood chain of command.
  18. Learn to be an effective listener and be empathic. Refer: (Listening)
  19. Develop tolerance towards slippages and failures. Guide and counsel them appropriately specially under such events. If these are due to systems problems, facilitate to solve them to eliminate recurrence.
  20. Deal with any problems quickly.
  21. Lead from the front.
  22. Acquire superior and authentic knowledge. Keep up-to-date in knowledge.
  23. Show by doing.
  24. Walk the talk.
  25. Praise your employees for their good ideas and good work they do- in front of other people; in public.
  26. Constructively criticize them but strictly in private. Also, simultaneously guide them on how to improve.
  27. Demonstrate your appreciation by also doing things for them.
  28. Do not play favorites.
  29. Do not indulge in politics with subordinates.
  30. Be in touch with your people.
  31. Manage by wandering around.
  32. Do not patronize; establish an adult to adult relationship with your direct reports.
  33. Be hard task master and simultaneously, be lavishly considerate towards your people. Refer: (Leadership)
  34. Cooperate and support fully.
  35. Be friendly but not familiar with subordinates. Familiarity breeds contempt.
  36. Be friendly but firm.
  37. Do not create informers in your departments.
  38. Do not allow any back-biting by your subordinates about their colleagues.
  39. Celebrate achievements of your people.
  40. Do not discriminate one from the other on any basis.
Last but Not the Least: Demonstrate Compassion

Develop a strong understanding that your organization is made up of people- the human beings who may suffer, who may have pains just like what you too can experience. Employees at different levels may fall terminally sick due to illness like cancer, they may meet untimely death causing immense hardships to their families, and they may meet other kinds of tragedies. In all such and similar situations, bend the rules in favor of your employees making things easier for them. That's like being an excellent boss rather than being a stiff necked, rule bound, rigid, super boss of the organization.

(You may like to read a case study on "what the top bosses should not be". Its title is "Don't be an emotional fool, it's a ruthless world" and you can read it at this link:

For More Guidance, Assistance, Training and Consultation


Also refer: (Prodcons Group); (Training Programs by Prodcons Group); (Productivity Consultants)

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