Extraordinary or Just Extra Ordinary?
I thought I’d share a great article in www.inc.com in case you didn’t see it. Be sure to read the comments for differing opinions. Steve Jobs from Apple — an extraordinary boss or just “a bully with a vision”?
According to Geoffrey James in Inc.com, “The best managers have a fundamentally different understanding of workplace, company, and team dynamics.” Mr. James writes, “A few years back, I interviewed some of the most successful CEOs in the world in order to discover their management secrets. I learned that the “best of the best” tend to share the following eight core beliefs.”
1. Business is an ecosystem, not a battlefield.
Average bosses see business as a conflict between companies, departments and groups. They build huge armies of “troops” to order about, demonize competitors as “enemies,” and treat customers as “territory” to be conquered.
Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers … and even competitors.
2. A company is a community, not a machine.
Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by “pulling levers” and “steering the ship.”
Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community–and company–at large.
3. Management is service, not control.
Average bosses want employees to do exactly what they’re told. They’re hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the “wait and see what the boss says” mentality.
Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.
4. My employees are my peers, not my children.
Average bosses see employees as inferior, immature beings who simply can’t be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds.
Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.
[continue for the final “4 Core Beliefs of Extraordinary Bosses”]
–Mel White
http://www.linkedin.com/in/melmwhite
mel@classicexhibits.com
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