Your SlideShare is downloading. ×
The Good & The Great Boss
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

The Good & The Great Boss

623
views

Published on

Being a boss is hard. People don't naturally wish to have one. And not everyone aspires to be one. But most people are anxious to follow a good leader, and most organizations live and die on the …

Being a boss is hard. People don't naturally wish to have one. And not everyone aspires to be one. But most people are anxious to follow a good leader, and most organizations live and die on the quality of the leaders who run them. See how you stack up with these 10 traits. I have given a reference point for good bosses as well so you can assess if you are truly hitting the mark or if perhaps your people are just being nice when they say you're amazing.

Published in: Business, Career

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
623
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
110
Comments
0
Likes
2
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. the GreatThe Good &boss
  • 2. Journey So farI joined Infosys in winter 2010. I had some good people leading me since than. Part ofsome Boss I wanted to learn and some part of them I wanted to became.“Here are some eight ings everyboss can do to make ings be er foreveryone at work.”
  • 3. BUSINESS IS AN ECOSYSTEM, NOT Aba!lefield1
  • 4. They build huge armies of "troops" to order about, demonizecompetitors as "enemies," and treat customers as "territory"to be conquered.Average bosses see business as a conflict betweencompanies, departments and groups.
  • 5. Extraordinary bosses see business as a symbiosiswhere the most diverse firm is most likely to survive and thrive.-Charles Darwin, Naturalist , On e Origin of Species“It is not e strongest of e speciesat survive, nor e most intelligent,but e one most responsive to echange.”They naturally create teams that adapt easily to new markets and can quickly formpartnerships with other companies, customers ... and even competitors.
  • 6. A COMPANY IS A COMMUNITY, NOT Amachine2
  • 7. Average bosses consider their companyThey create rigid structures withrigid rules and then try tomaintain control by "pullinglevers" and "steering the ship."to be a machine with employees as cogs.
  • 8. They inspire employees to dedicate themselves to the success of their peers andtherefore to the community–and company–at large.Extraordinary bosses see their company as acollection of individual hopes and dreams,all connected to a higher purpose.-Ted Levi , Economist and ProfessorHarvard Business Sch l“What had brought a company whereit is today, is not what will bring itfu her.”
  • 9. MANAGEMENT IS SERVICE, NOTcontrol.3
  • 10. Average bosses want employees to doTheyre hyper-aware of anything that smacksof insubordination and create environmentswhere individual initiative is squelched by the"wait and see what the boss says" mentality.exactly what theyre told.
  • 11. Extraordinary bosses set a general direction and thenThey push decision making downward, allowing teamsform their own rules and intervening only in emergencies.commit themselves to obtaining the resources that their employees need to get the job done.-Andrew Carnegie, Business Magnate, Philan ropistSco ish-American Industrialist“No person will make a greatbusiness who wants to do it allhimself or get all e credit.”
  • 12. MY EMPLOYEES ARE MY PEERS, NOT MYchil"en.4
  • 13. Average bosses see employees as inferior,Employees take their cues fromthis attitude, expend energy onlooking busy and covering theirbehinds.immature beings who simply cant be trusted if not overseenby a patriarchal management.
  • 14. Extraordinary bosses treat every employeeExcellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels takecharge of their own destinies.-Steve Jobs, 60 Minutes interview, 2008The Creator of Apple“My model for business is The Beatles.They were four guys at kept each o ers nega vetendencies in che ; ey balanced each o er. And etotal was greater an e sum of pa s.”as if he or she were the most important person in the firm.
  • 15. MOTIVATION COMES FROM VISION, NOT FROMfear.5
  • 16. As a result, employees andmanagers alike becomeparalyzed and unable to makerisky decisions.Average bosses see fear--of getting fired, of ridicule,of loss of privilege--as a crucial way to motivate people.
  • 17. Extraordinary bosses inspire peopleAs a result, employees work harder because they believe in the organizations goals, truly enjoy whattheyre doing and (of course) know theyll share in the rewards.to see a better future and how theyll be a part of it.-Napoleon Hill, Au or and JournalistThink and Grow Rich“The best way to sell yourself to o ers isfirst sell e o ers to yourself.”
  • 18. 6CHANGE EQUALS GROWTH, NOTpain.
  • 19. Average bosses see change as both complicatedand threatening, something to be endured only when a firm is in desperateshape. They subconsciously torpedo change ... until its too late.
  • 20. Extraordinary bosses see change as an inevitablepart of life. They embrace it as it is.While they dont value change for its own sake, they know that success is only possible if employeesand organization embrace new ideas and new ways of doing business.A Tweet form my Twi er Page“I am not exactly what I ought to be,but ank God I’m not what I used tobe!!! #Change”
  • 21. TECHNOLOGY OFFERS EMPOWERMENT, NOTautomation.7
  • 22. They install centralized computer systems that dehumanize andantagonize employees.Average bosses adhere to the old IT-centric viewthat technology is primarily a way to strengthen management control andincrease predictability.
  • 23. Theyadapttheirback-officesystemstothetools,likesmartphonesandtablets,thatpeopleactuallywanttouse.Extraordinary bosses see technology as a way to freehuman beings be creative and to build better relationships.
  • 24. WORK SHOULD BE FUN, NOT MEREtoil.8
  • 25. Average bosses buy into the notion that work is, atbest, a necessary evil. human beings be creative and to build better relationships.They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressorsand their employees as victims. Everyone then behaves accordingly.
  • 26. Extraordinary bosses see work as something thatshould be inherently enjoyableand believe therefore that the most important job of manager is, as far as possible, to put people in jobs that canand will make them truly happy.-Thomas Jefferson3rd President of The United States of America“Do you want to know who you are?Don’t ask. Act! Ac on will delineateand define you.”
  • 27. CreditsReference Articles fromSlideshare8 Core Beliefs of Extraordinary Boss7 Unusual Things Great Bosses Do10 Things Really Amazing Bosses Do9 Hidden Qualities of Stellar BossesOne Huge Step Every Great Boss Takes5 Things Remarkable Bosses Never DoGood to GreatGreat Bosses Don’t Go Undercover7 Signs Youre Ready to Be Your Own Boss9 Core Beliefs of Truly Horrible BossesOne Thing Every Great Entrepreneur Does3 Ways Great Leaders Hold Themselves BackFlickr, Deviantart, Sharing sites, GoogleJeff HedenGeoffrey JamesKevin DaumJeff HedenJeff HedenJeff HedenLeigh BuchananGeoffrey JamesJeff HedenGeoffrey JamesJeff HedenGeoffrey JamesImagesDownload this Presentationat@umakantjaniTextTextTextText

×