How to Be a Great Boss

1. Leadership + Management = Accountability: The Formula for Great Bosses

"A great boss creates a work environment where people are fully engaged and highly accountable."

Leadership vs. Management. Leadership involves working "on" the business, providing clear direction, and creating opportunities for people. Management, on the other hand, focuses on working "in" the business, setting clear expectations, communicating effectively, and ensuring tasks are completed. Both are essential for creating accountability.

The Accountability Equation. Great bosses understand that accountability is not something that can be demanded or wished for – it must be created through a combination of effective leadership and management practices. By mastering both aspects, bosses can cultivate an environment where employees are motivated, engaged, and take ownership of their responsibilities.

Key elements of the Leadership + Management = Accountability formula:

• Vision (Leadership) + Traction (Management) = Growth
• Inspiring others (Leadership) + Setting clear expectations (Management) = Results
• Creating opportunities (Leadership) + Ensuring execution (Management) = Success

2. Assess Yourself: Do You Have What It Takes to Be a Great Boss?

"To be a great boss, you must get it, want it, and have the capacity to do it."

Self-Assessment. Before embarking on the journey to become a great boss, it's crucial to honestly evaluate whether you possess the necessary qualities. This self-assessment involves three key components:

1. Get it: Do you have the aptitude and natural ability to understand the role thoroughly?
2. Want it: Do you genuinely desire the responsibilities and challenges of being a boss?
3. Capacity to do it: Do you possess the emotional, intellectual, physical, and time capacity to excel in the role?

Capacity Types. The four types of capacity required for great bosses:

• Emotional: Empathy, self-awareness, and ability to connect with others
• Intellectual: Critical thinking, problem-solving, and strategic planning skills
• Physical: Stamina and energy to handle the demands of the job
• Time: Ability to prioritize, delegate, and manage time effectively

If you find that you lack in any of these areas, it's essential to either develop the necessary skills or consider whether being a boss is the right path for you.

3. Delegate and Elevate: Maximize Your Time and Effectiveness

"To leverage your emotional, intellectual, physical, and time capacity to do the job, you must develop a plan to delegate items in the bottom two quadrants."

The Delegate and Elevate Tool. This powerful time management technique helps bosses identify activities they should delegate to others, freeing up their time to focus on leadership and management responsibilities. The tool divides activities into four quadrants:

1. Love/Great: Activities you excel at and enjoy
2. Like/Good: Tasks you're proficient in and find satisfying
3. Don't Like/Good: Things you're skilled at but don't enjoy
4. Don't Like/Not Good: Tasks outside your expertise that you dislike

Delegation Strategy. To become a more effective boss:

• Focus on activities in the top two quadrants (Love/Great and Like/Good)
• Delegate tasks from the bottom two quadrants to team members who are better suited for them
• Aim to operate at 90% of your time capacity, leaving room for emergencies and growth
• Regularly reassess your activities and continue to delegate as your role evolves

By mastering the art of delegation, bosses can concentrate on high-impact leadership and management activities, ultimately benefiting both themselves and their organization.

4. Surround Yourself with Great People: The Right Person in the Right Seat

"Great People are the Right People who are in the Right Seats."

Defining Great People. To build a strong team, bosses must clearly define what makes someone "great" within their organization. This involves two key components:

1. Right Person: Aligns with the company's Core Values and culture
2. Right Seat: Possesses the skills and aptitude for their specific role (Gets it, Wants it, and has the Capacity to do it – GWC)

The People Analyzer Tool. Use this tool to assess team members:

• List Core Values across the top of a chart
• List team members down the left side
• Rate each person on how well they embody each Core Value (+, +/-, or -)
• Add GWC columns to evaluate their fit for their current role

Setting the Bar. Establish a minimum acceptable standard for both Core Values and GWC. For example, require at least three "+" ratings and no "-" ratings for Core Values, and all "yes" answers for GWC.

By consistently applying these criteria when hiring, promoting, and evaluating team members, bosses can create a high-performing team that embodies the organization's values and excels in their roles.

5. Master the Five Leadership Practices to Inspire and Guide Your Team

"If you do five things consistently as a leader and five things consistently as a manager, you will be a great boss. It's that simple!"

The Five Leadership Practices:

1. Giving Clear Direction: Share a compelling vision that includes your culture, core focus, and goals.
2. Providing the Necessary Tools: Equip your team with resources, including training, technology, and your time.
3. Letting Go of the Vine: Trust your team to execute once you've provided direction and tools.
4. Acting with the Greater Good in Mind: Align your actions and decisions with the company's best interests.
5. Taking Clarity Breaks: Regularly step back to reflect and think strategically.

Implementation Tips:

• Conduct quarterly State-of-the-Company meetings to reinforce the vision
• Ask team members what tools they need to succeed
• Practice delegation and resist the urge to micromanage
• Use the "10, 10, 10 Rule" when making decisions (consider impact after 10 minutes, 10 months, and 10 years)
• Schedule regular Clarity Breaks on your calendar and treat them as non-negotiable

By consistently practicing these five leadership behaviors, bosses can inspire their teams, foster trust, and drive the organization toward its goals.

6. Implement the Five Management Practices for Clear Expectations and Results

"Effective leadership is putting first things first. Effective management is discipline, carrying it out."

The Five Management Practices:

1. Keeping Expectations Clear: Define roles, core values, quarterly priorities (Rocks), and measurable goals.
2. Communicating Well: Foster open dialogue and avoid assumptions.
3. Maintaining the Right Meeting Pulse: Hold consistent weekly meetings and one-on-ones as needed.
4. Having Quarterly Conversations: Conduct informal check-ins to discuss what's working and what's not.
5. Rewarding and Recognizing: Provide timely feedback, both positive and constructive.

Communication Techniques:

• Two Emotions: Ask for one positive and one negative emotion to understand perspectives
• Question-to-Statement Ratio: Aim for an 80/20 ratio, with the employee doing most of the talking
• Echoing: Confirm understanding by restating what you've heard
• "Thump-Thump": Be aware of potential miscommunications and clarify when needed

Recognition Best Practices:

• Follow the 24-Hour Rule for timely feedback
• Criticize in private, praise in public
• Maintain the boss-employee relationship boundary

By implementing these management practices consistently, bosses can create a culture of clear expectations, open communication, and continuous improvement.

7. Conduct Quarterly Conversations to Foster Open Communication and Growth

"By openly discussing these opportunities for improvement in the Quarterly Conversation, you will be able to make wonderful little course corrections in your relationship, which as a result will keep getting better and better."

Purpose of Quarterly Conversations. These informal, face-to-face meetings serve to:

• Discuss what's working and what's not
• Make course corrections in the relationship
• Prevent misalignments that naturally occur over time

The 5-5-5 Framework. Focus the conversation on:

1. Core Values (typically 3-7)
2. Rocks (1-7 quarterly priorities)
3. Roles (4-6 major responsibilities)

Best Practices:

• Schedule in advance and hold off-site
• Create a safe space for open dialogue
• Listen actively and avoid defensiveness
• Categorize issues into: can't be solved, you must solve, they must solve
• Use as a complement to, not a replacement for, annual reviews

By consistently holding these conversations, bosses can maintain strong relationships with their team members, address issues proactively, and foster a culture of continuous improvement and open communication.

8. Address the Four People Issues Promptly and Effectively

"To see what is right and not to do it is want of courage."

The Four People Issues:

1. Right Person, Right Seat: Ensure you're giving enough attention to your top performers.
2. Right Person, Wrong Seat: Find a better-fitting role or help them transition out with dignity.
3. Wrong Person, Right Seat: Address cultural misalignments promptly, even if they're high performers.
4. Wrong Person, Wrong Seat: Act quickly to remove those who don't fit the culture or role.

Addressing Issues:
Use the Three-Strike Rule for performance issues:

• Strike One: Identify issues and agree on corrections
• Strike Two: Review progress and reset expectations if needed
• Strike Three: Terminate if issues persist
• Be prepared with documentation and follow company policies
• Communicate clearly and directly when terminating
• Consider the impact on team morale and company culture

By addressing people issues promptly and effectively, bosses can maintain a high-performing team that aligns with the company's values and goals. Remember that avoiding these issues can lead to decreased morale, productivity, and overall organizational health.

Last updated: January 22, 2025