Is it better to be a boss or a leader? What are the rules that determine the outcome? Is it a matter of common sense or are there standards for being a superb boss? It’s impossible to establish universally applicable guidelines for being a “ideal leader.” We should talk about a “leader,” which is a very different thing. Take a look at these 5 rules:
First Rule: Be an Example to others. First and foremost, set a good example. You can’t give staff orders if your own behavior and actions don’t match what’s expected. It’s pointless for a manager to expect punctuality if he’s the one who’s always the first to arrive late for meetings. An attitude like “I’m the boss, so I do whatever I want” is unprofessional and does not pay. When an employee observes comparable behavior on the other side, he will feel as if he is part of a team in which everyone, including the boss, is working toward the same goal, which is to help the firm expand.
Second Rule: Set Smart Goals and Objectives. Yes, a successful leader must have very clear goals and objectives in mind, and he must be able to communicate them to his subordinates with the same clarity and openness. It is critical to understand how to organize one’s own and others’ work in order to avoid circumstances of extreme emotionality and stress. The load of commitments, tension, and exhaustion are problems that are unavoidable in any work environment, but we must learn to manage them.
Third Rule: Always appear to be under control. This is especially true when a firm is in a high-ranking position: if the boss is the first to be dominated by worry and stress, he will not only be led to make rash and unwise judgments, but he will also assist to feed uneasiness and heavy weather in the office.
Another important consideration is that the leader must be unique. Never try to emulate the management style of others: he can only be a true reference figure if he distinguishes himself and defines his own code of conduct. It does not, however, imply that it cannot, or even should not, receive counsel and criticism from time to time.
Fourth Rule: Discussion. If a leader can constantly question himself, even in front of his subordinates, he is genuinely a leader. “I don’t want to hear complaints,” for example, should never be said. Giving criticism and negative comments the appropriate weight not only helps us understand our own limitations (even a boss has them), but it also fosters a positive working relationship with employees based on communication and listening: a subordinate will accept a note from his boss much more than a good degree, viewing it as a stimulus to improve rather than a simple negative judgment.
Fifth Rule: Listening & Empathy Skills. The ability to listen, empathize and the ability to perceive and nearly predict the wants and expectations of the team are the first steps in establishing a balanced climate, which has a beneficial impact on the company’s productivity.Threats, absolute imperatives, and even worse, insults and humiliations, are harmful and do not improve employee performance; on the contrary, they only feed a climate of terror that is undoubtedly counterproductive: if you truly need to reclaim a subordinate, the most effective method is to inform him, in a polite manner, of the aspects of his work that need to be improved and perfected.However, avoid being a “too close” and don’t use words such as “brother” or “friend”. The roles must be clearly defined, and the boss must be treated as such by his subordinates, without regard for mutual respect.
In Conclusion, the secret to being a good boss is learning how to dosage authority and a favorable attitude toward employees in a precise, almost chemical manner.Yes, it is difficult, and it is not for everyone. Furthermore, if we look back in history, we can see that actual leaders have been few and few between. However, we must not make the mistake of believing that what is difficult is also impossible. We cannot expect folks who begin an entrepreneurial career to be able to be a “good boss” right away: these skills are not intrinsic, but rather learned through experience. It is precisely for this reason that new and aspiring entrepreneurs should place a premium on qualities like open-mindedness, curiosity, and a constant desire to learn and update, without ever assuming that they already “know it all”. Last but not least, surround yourself with the right people.