Good and bad bosses, and why

[pietillidie]

Rather than unleashing too specifically, what to your mind has characterised the best and worst bosses you've encountered?

What advice would you give to those taking up positions of authority?

[HAL]

Where did unleashing what to your mind get characterised the best and worst bosses you've encountered?

[What'sinaname]

Avoid telling people the truth….people want to hear what they want to hear, and seldom is that the truth.

[Skids]

The big miners have so many bad bosses. They appoint uni grad engineers and the like into senior positions and they have no idea.
I've seen some of the most ridiculous things implemented that backfire and don't work when, if they'd consulted the appropriate, experienced tradesperson before pushing things through, they could've avoided heaps of headaches and saved a fortune.
The other amazing aspect of this culture is, these idiots get promoted!

My old man used to say that Rio had a lunatic locked in a cage and every month they'd throw him a bone and ask him for an idea to implement. The longer I've been in mining, the more certain I am that Dad was on the money.

[Mugwump]

I could write thousands of words on this, but if I had to distil it down to a few key things, it'd go something like this :

1. Be technically strong in your field. If you find yourself managing professionals who are trained in an area where you are not, then spend a lot of time with them understanding their knowledge and how it relates to what you do and don't know.

2. Listen, then decide, then explain the reasons for your decision, and then pay as much attention to the execution of your decision as you did to the making of it.

3. Most people work to earn a living, but beyond that, they work for three desires - a sense of purpose, and the ability to exercise autonomy, and display professional mastery. It's your job to provide an environment that allows all three to flourish.

4. Be honest, but magnanimous - tell people if you are not happy, and why, and give them every chance to get it right. If they can't meet your expectations despite trying their best, then you owe it to the enterprise to let them go - in which case, give them time and money (assuming the business can afford it) to set their life in order without the stress of wondering how they can meet the mortgage.

5. explain clearly where you are trying to get to, and what everyone's role is in getting there. Then ask them to back-brief you on how they plan to give effect to your intent, and set them free to go after it.

[pietillidie]

^That's a solid answer, I reckon. I wonder what percentage of bosses would actually get close to it, and as you allude to whether or not it could be sustained under financial pressure.

Here are two other questions within the management area for you or anyone who has time.

1. What is the best or worst employee evaluation process you've seen/experienced and why?

2. Do you favour more or less transparency when it comes to salaries (and overall packages) and why?

[pietillidie]

[stui magpie]

[David]

[HAL]

I think I do.

[stui magpie]

[pietillidie]

^Well, I'm glad you decided to write on the topic because it's one of your specialties, and it shows.

[Mugwump]

^ Agree, nothing wrong with Stui's advice on this. In truth, the challenge is not knowing what to do at the level of principles, it's actually doing it rigorously and well when the pressure is on, as you suggested, PTID.

Really good bosses are far rarer than lousy ones. Great bosses are vanishingly few in number.

[Wokko]

It's already been brought up, but micro managers are the worst. Tell employees what to do and then let them do it. That's the approach I've taken the few times I've let an employer rope me in to supervisory or management roles.

[Dangles]

Give people clear information about what they're expected to do.

Provide clear instructions about workplace systems and procedures, so people, especially new workers, can be free from the anxiety of wondering if they're doing it properly.