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.

1. the GreatThe Good &
boss

2. Journey So far
I joined Infosys in winter 2010. I had some good people leading me since than. Part of
some Boss I wanted to learn and some part of them I wanted to became.
“Here are some eight ings every
boss can do to make ings be er for
everyone at work.”

3. BUSINESS IS AN ECOSYSTEM, NOT A
ba!lefield
1

4. They build huge armies of "troops" to order about, demonize
competitors as "enemies," and treat customers as "territory"
to be conquered.
Average bosses see business as a conflict between
companies, departments and groups.

5. Extraordinary bosses see business as a symbiosis
where 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 species
at survive, nor e most intelligent,
but e one most responsive to e
change.”
They naturally create teams that adapt easily to new markets and can quickly form
partnerships with other companies, customers ... and even competitors.

6. A COMPANY IS A COMMUNITY, NOT A
machine
2

7. Average bosses consider their company
They create rigid structures with
rigid rules and then try to
maintain control by "pulling
levers" 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 and
therefore to the community–and company–at large.
Extraordinary bosses see their company as a
collection of individual hopes and dreams,
all connected to a higher purpose.
-Ted Levi , Economist and Professor
Harvard Business Sch l
“What had brought a company where
it is today, is not what will bring it
fu her.”

9. MANAGEMENT IS SERVICE, NOT
control.
3

10. Average bosses want employees to do
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.
exactly what they're told.

11. Extraordinary bosses set a general direction and then
They push decision making downward, allowing teams
form 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 ropist
Sco ish-American Industrialist
“No person will make a great
business who wants to do it all
himself or get all e credit.”

12. MY EMPLOYEES ARE MY PEERS, NOT MY
chil"en.
4

13. Average bosses see employees as inferior,
Employees take their cues from
this attitude, expend energy on
looking busy and covering their
behinds.
immature beings who simply can't be trusted if not overseen
by a patriarchal management.

14. Extraordinary bosses treat every employee
Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take
charge of their own destinies.
-Steve Jobs, 60 Minutes interview, 2008
The Creator of Apple
“My model for business is The Beatles.
They were four guys at kept each o er's nega ve
tendencies in che ; ey balanced each o er. And e
total 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 FROM
fear.
5

16. As a result, employees and
managers alike become
paralyzed and unable to make
risky 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 people
As a result, employees work harder because they believe in the organization's goals, truly enjoy what
they're doing and (of course) know they'll share in the rewards.
to see a better future and how they'll be a part of it.
-Napoleon Hill, Au or and Journalist
Think and Grow Rich
“The best way to sell yourself to o ers is
first sell e o ers to yourself.”

18. 6
CHANGE EQUALS GROWTH, NOT
pain.

19. Average bosses see change as both complicated
and threatening, something to be endured only when a firm is in desperate
shape. They subconsciously torpedo change ... until it's too late.

20. Extraordinary bosses see change as an inevitable
part of life. They embrace it as it is.
While they don't value change for its own sake, they know that success is only possible if employees
and 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 to
be!!! #Change”

21. TECHNOLOGY OFFERS EMPOWERMENT, NOT
automation.
7

22. They install centralized computer systems that dehumanize and
antagonize employees.
Average bosses adhere to the old IT-centric view
that technology is primarily a way to strengthen management control and
increase predictability.

23. Theyadapttheirback-office
systemstothetools,like
smartphonesandtablets,that
peopleactuallywanttouse.
Extraordinary bosses see technology as a way to free
human beings be creative and to build better relationships.

24. WORK SHOULD BE FUN, NOT MERE
toil.
8

25. Average bosses buy into the notion that work is, at
best, 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 oppressors
and their employees as victims. Everyone then behaves accordingly.

26. Extraordinary bosses see work as something that
should be inherently enjoyable
and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can
and will make them truly happy.
-Thomas Jefferson
3rd President of The United States of America
“Do you want to know who you are?
Don’t ask. Act! Ac on will delineate
and define you.”

27. Credits
Reference Articles from
Slideshare
8 Core Beliefs of Extraordinary Boss
7 Unusual Things Great Bosses Do
10 Things Really Amazing Bosses Do
9 Hidden Qualities of Stellar Bosses
One Huge Step Every Great Boss Takes
5 Things Remarkable Bosses Never Do
Good to Great
Great Bosses Don’t Go Undercover
7 Signs You're Ready to Be Your Own Boss
9 Core Beliefs of Truly Horrible Bosses
One Thing Every Great Entrepreneur Does
3 Ways Great Leaders Hold Themselves Back
Flickr, Deviantart, Sharing sites, Google
Jeff Heden
Geoffrey James
Kevin Daum
Jeff Heden
Jeff Heden
Jeff Heden
Leigh Buchanan
Geoffrey James
Jeff Heden
Geoffrey James
Jeff Heden
Geoffrey James
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