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THE GOOD BOSS

  ANDREW PRIESTLEY
THE TOP THREE THINGS
•I coach owner/bosses.
 I recently went back through
 all my client files to 1998+
 and there were three
 common goals:

 - run a good business
 - create a good team             “Mary is tough and takes no nonsense
 - be a good boss               and we work hard but everyone just loves
                                              working here.”
RUN A GOOD BUSINESS
• “It
    means our
 business is profitable
 and growing ... but
 also ‘things’ run well
 and its a good place
 to work.”


                          “Making money is the result of a lot of
                                small things going right. “
CREATE A GOOD TEAM
• “The books talk about
 delegation and accountability
 and decision making. But that
 didn’t mean I could rely on
 my people to do what was
 agreed. Most days, now, I do
 not have to think about what
 my staff are paid to do.”       “They know what to do and what’s needed.
                                           They perform well.”
BE A GOOD BOSS
• “Inever considered myself a
 leader. I associate that with
 sports, politics, the military or
 corporate leaders. I certainly
 don’t have Jack Welch’s
 resources. I can’t throw 50
 MBAs at a problem.
 But now I know how to
 interpret situations and I can
 apply what I know from an               “I want results. I want to run a good
                                     business. And I want to know what I’m doing
 applied business leadership               and be a good boss to work for.”
 perspective.”
RED HERRINGS?
• “Iactually did an MBA and a
 semester at Harvard.
 I know the three leadership
 styles and 8 power types and
 the various leadership
 theories. I’ve read Powell and
 Welch. The information is all
 good but I honestly struggled
 to apply it in my business day-
 to-day. It was interesting and
 necessary but often not that
 useful.”
LEADERSHIP IS A SECRET


• “I’m  confused.
 These are good
 books but
 applying the
 ‘tips’ and
 ‘secrets’ to my
 situation hasn’t
 been easy.”
WHAT REALLY WORKS?




• “There are some really good books full of good tips and
 rules and tricks, but you will go nuts trying to copy what they
 do. Since 1998, I reviewed over 343 books and articles on
 business leadership dating back over 70 years. I believe good
 ‘business’ leadership comes down to five ideas.” Andrew Priestley
#1 AWARENESS




• “No matter what the tips and rules, if you want to be a good
 boss or leader you have to be aware of what’s happening -
 often right under your nose. And aware of your internal
 response to that situation. That’s what Colin, Martha, Jack and
 Anita mostly do or did under pressure. Leadership isn’t a
 checklist.”
#2 ASSERTIVE




• “You  might think the ‘secret’ lies in effective communication
 skills or assertiveness training. It helps. But if you know
 what’s happening but can’t communicate that awareness,
 your ability to lead will be diminished. Good leaders are able
 to communicate their awareness.”
#3 AGREEMENTS




• “The   common theme here is not necessarily the ability to
 negotiate but the ability to broker an agreement and stick to
 it. This is the gaping hole in most leadership training. The bit
 they miss. Agreements are the glue of everything and most
 of your business problems start right here.”
#4 ACCOUNTABILITY




• “OK  the books talk about delegating and solving problems,
 compliance and managing people, systems and situations.
 But underneath all that good leaders manage agreements
 well. Period. With others and themselves.
 Good leaders certainly fix problems; but they will then ask,
 “Why was it necessary for me to get involved?”.”
#5 ACUITY




• “Acuitymeans to sharpen. The research tells us good
 leaders think ‘growth’. They sharpen their game by asking
 questions like, “How can I be even better?” They also ask,
 “How am I contributing to the problem?” Or: “Am I the
 problem?” Good questions like that.”
5 KEY QUESTIONS




     If you want to read the five key questions go to
www.andrewpriestley.com/Five_Leadership_Competencies.pdf
WHO IS ANDREW PRIESTLEY?
  Andrew Priestley is an award
  winning business coach who
specialises in business leadership.
   Qualified in Organisational
Psychology he can help you run a
good business, build a good team
    and be a very good boss
           to work for.

       Contact him at
 andrew@andrewpriestley.com
www.andrewpriestley.com



                                      Also check out

                              www.successin80days.com
                            www.keypersonofinfluence.com



NB: Images and books shown in this presentation are not necessarily endorsed by Andrew Priestley
        but are used for illustrative purposes. The comments however are very relevant.

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The good boss

  • 1. THE GOOD BOSS ANDREW PRIESTLEY
  • 2. THE TOP THREE THINGS •I coach owner/bosses. I recently went back through all my client files to 1998+ and there were three common goals: - run a good business - create a good team “Mary is tough and takes no nonsense - be a good boss and we work hard but everyone just loves working here.”
  • 3. RUN A GOOD BUSINESS • “It means our business is profitable and growing ... but also ‘things’ run well and its a good place to work.” “Making money is the result of a lot of small things going right. “
  • 4. CREATE A GOOD TEAM • “The books talk about delegation and accountability and decision making. But that didn’t mean I could rely on my people to do what was agreed. Most days, now, I do not have to think about what my staff are paid to do.” “They know what to do and what’s needed. They perform well.”
  • 5. BE A GOOD BOSS • “Inever considered myself a leader. I associate that with sports, politics, the military or corporate leaders. I certainly don’t have Jack Welch’s resources. I can’t throw 50 MBAs at a problem. But now I know how to interpret situations and I can apply what I know from an “I want results. I want to run a good business. And I want to know what I’m doing applied business leadership and be a good boss to work for.” perspective.”
  • 6. RED HERRINGS? • “Iactually did an MBA and a semester at Harvard. I know the three leadership styles and 8 power types and the various leadership theories. I’ve read Powell and Welch. The information is all good but I honestly struggled to apply it in my business day- to-day. It was interesting and necessary but often not that useful.”
  • 7. LEADERSHIP IS A SECRET • “I’m confused. These are good books but applying the ‘tips’ and ‘secrets’ to my situation hasn’t been easy.”
  • 8. WHAT REALLY WORKS? • “There are some really good books full of good tips and rules and tricks, but you will go nuts trying to copy what they do. Since 1998, I reviewed over 343 books and articles on business leadership dating back over 70 years. I believe good ‘business’ leadership comes down to five ideas.” Andrew Priestley
  • 9. #1 AWARENESS • “No matter what the tips and rules, if you want to be a good boss or leader you have to be aware of what’s happening - often right under your nose. And aware of your internal response to that situation. That’s what Colin, Martha, Jack and Anita mostly do or did under pressure. Leadership isn’t a checklist.”
  • 10. #2 ASSERTIVE • “You might think the ‘secret’ lies in effective communication skills or assertiveness training. It helps. But if you know what’s happening but can’t communicate that awareness, your ability to lead will be diminished. Good leaders are able to communicate their awareness.”
  • 11. #3 AGREEMENTS • “The common theme here is not necessarily the ability to negotiate but the ability to broker an agreement and stick to it. This is the gaping hole in most leadership training. The bit they miss. Agreements are the glue of everything and most of your business problems start right here.”
  • 12. #4 ACCOUNTABILITY • “OK the books talk about delegating and solving problems, compliance and managing people, systems and situations. But underneath all that good leaders manage agreements well. Period. With others and themselves. Good leaders certainly fix problems; but they will then ask, “Why was it necessary for me to get involved?”.”
  • 13. #5 ACUITY • “Acuitymeans to sharpen. The research tells us good leaders think ‘growth’. They sharpen their game by asking questions like, “How can I be even better?” They also ask, “How am I contributing to the problem?” Or: “Am I the problem?” Good questions like that.”
  • 14. 5 KEY QUESTIONS If you want to read the five key questions go to www.andrewpriestley.com/Five_Leadership_Competencies.pdf
  • 15. WHO IS ANDREW PRIESTLEY? Andrew Priestley is an award winning business coach who specialises in business leadership. Qualified in Organisational Psychology he can help you run a good business, build a good team and be a very good boss to work for. Contact him at andrew@andrewpriestley.com
  • 16. www.andrewpriestley.com Also check out www.successin80days.com www.keypersonofinfluence.com NB: Images and books shown in this presentation are not necessarily endorsed by Andrew Priestley but are used for illustrative purposes. The comments however are very relevant.

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