What makes remarkable bosses different? | SupportBiz

Human Resources

What makes remarkable bosses different?

 
What makes some bosses truly remarkable? What makes them so successful in leading their teams to growth? SupportBiz attempts to shed light on the eight beliefs of remarkable managers, that set them apart from the rest.

A firm is a community.

Remarkable bosses believe that a firm is a community, consisting of people with developed intellects and dreams, working together towards a higher objective. Their behaviour towards their team mates is led by this belief.

Average bosses, on the other hand, consider a firm as a machine that needs to be run smoothly. Employees are just cogs that help the machinery of the firm turning consistently. This belief leads them to determine strict rules and policies for their employees, with no scope for individual dreams or desires.

Managing does not mean controlling.

Remarkable bosses realise that managing a team does not mean only controlling it. They provide their team with a general direction, and do not indulge in micro-managing. They let their team mates take decisions affecting their work, and do not question every decision of theirs.

Average bosses are just the opposite, squashing individuality and wanting to control every move of their team mates.

Change leads to growth.

Remarkable bosses believe that change is not something to be afraid of, but it is something that leads to growth. They believe that change helps avoid stagnation, that changes from time to time helps challenge employees to perform their best, and that it is necessary for the success of the firm.

On the other hand, average bosses consider change as fearful and complex, something that will lead to several problems. They, hence, resist change and resort to it only when the current set-up cannot go on any longer.

Work should be fun, not a necessary evil.

Remarkable bosses believe that work is supposed to be fun, rather than be considered as a chore. They, hence, encourage their employees to think and work freely, without restraining their imagination in any way. They strive towards creating an organisational atmosphere where it is fun for the employees to work.

Average bosses subscribe to the belief that work is a necessary evil, and something that has to be endured. They expect their employees to think the same way and, hence, do not encourage any deviation from subordination of employees or distraction from routine.

Employees are not immature beings.

Remarkable bosses do not treat employees like children, like immature babies that need to be mothered at every instance. They believe that their employees are mature human beings, equal to them in intellect, and do not hesitate to trust them. They let employees take decisions concerning their work, without questioning their judgement at each stage.

Average bosses, on the other hand, consider their employees as immature beings, somehow inferior to themselves. They adopt a patriarchal form of management, not trusting their employees completely with anything.

Technology empowers.

Remarkable bosses believe that the use of technology helps in saving time and energy, and making things and processes work faster and more efficiently. They believe that technology empowers people, making them free to do the things they should be doing – such as being creative or building better relationships.

On the other hand, average bosses believe that technology helps automation and reducing dependence on human efforts. They use machines to increase predictability in their businesses, leading to a greater level of control over their employees.

Motivation does not equal fear.

Remarkable bosses use vision as a technique to motivate their employees. They share the long-term vision for the business with their employees, and help them see their own part in it. They inspire people to become better human beings, with better skills, thereby inspiring them to give their best to their work.

Average bosses, on the other hand, use fear to motivate their employees. Their staff are fearful of being fired, being ridiculed or being sidelined in the organisation, which is what fuels their work.

Doing business does not mean battling.

Remarkable bosses consider running a successful business as the creation of wonderful relationships with the different parties associated with it – employees, vendors, customers, et al. They help in the building of a firm that is diverse and easily adaptable to change.

Average bosses consider running a business as an ongoing battle, where competitors have to be killed in order to succeed. They consider customers as people who need to be conquered, rather than as intelligent human beings with their own tastes and preferences.