There’s been no shortages of stories about CEOs who have run amok. Business leaders who couldn’t care less what others think. Who believe they have all the answers — and fail to listen to what those much closer to the front lines are seeing and hearing.
But what do the masses think?
Posted yesterday afternoon are the results of a recent CNNMoney poll, in which the website asked its readers to weigh in on what they think characterizes the best bosses. According to the site, the traits showing up most frequently in the responses were ….
1) Respect and appreciate their employees
They respect what you do, they respect your expertise and they respect the fact that you may have your own work style.
‘Great bosses earn respect by giving respect,’ said one reader.
Bosses who say ‘thank you’ came up a lot, too, as did bosses who publicly give credit where it’s due, who welcome employees’ input and feedback, and who recognize that employees are humans, not just ‘resources,’ as another reader put it.
2) Create trust and support
An excellent boss trusts you to do your job, has faith in your team, encourages your success, goes to bat for you and is always approachable.
Great bosses are also consistently ethical and fair, and they hire good people, readers said.
3) Give employees the backing and resources to do their jobs
A great boss provides clear guidance, coaching and structure, but also the leeway to develop a sense of ownership over your work.
And when something goes wrong … great bosses assess what happened and help you fix the situation rather than assign blame.”
There’s obviously much more to being a great boss than the items listed above. Just a few others that come to mind include first-rate listening skills, an extraordinary ability to inspire your workforce and one’s ability to lead by example.
But while the findings from the CNNMoney poll certainly just scratch the surface of what it takes to be a great boss in today’s environment, I would think the three most cited reasons — even though they’re not coming from the so-called “experts” — might be as good a place to start as any as we (both personally, as HR leaders, and as organizations) evaluate and further build on our ability to lead.