8 CORE BELIEFS OF EXTRAORDINARY BOSSES

Geoffrey James interviewed some of the most successful CEOs in the world (in the 2010s) in order to discover their management « secrets ». He learned that the best of the best tend to share the following eight core beliefs… and it is still going on !

1° BUSINESS IS AN ECOSYSTEM, NOT A BATTLEFIELD

Average bosses see business as a conflict between companies, departements, groups,… They buid huge armies ot « troops » to order about, demonize competitors as « enemies », and treat customers as « territory » to be conquered.

Extraordinay bosses see business as a symbiosis where the most diversefirm is most ikeyto survive and thrive. They naturally create teams that adap easily to new markets and can quickly form partnerships with other companies, customers… and even competitors.

2° A COMPANY IS A COMMUNITY, NOT A MACHINE

Average bosses consider their company to be a machine with employees as cogs. The create rigidstructures with rigid rules and they try to maintaincontrol by « pulinglevers » and « steering the ship ».

Extraordinary bosses see their company as a collection of individual hopesand dreams, all connected to ahigher purpose. The inspire employees to dedicate themselves to the succes of their peers and thereforeto the community-and company-at large.

3° MANAGEMENT IS A SERVICE, NOT CONTROL

Average bosses want employees to do eactly what they’re told. They are hyper-awareof anything that smacks insubordinationand create environment where individual initiative is squelched by the « wait and see the boss says » mentality

Extraordinary bosses set a general directionand then commit themselves to obtainig the resources that thier employees nned to get the job done. They push decisionmaking downward, allowing teams form their own rules and intervening only in emergencies.

4° EMPLOYEES ARE MY PEERS , NOT MY CHILDREN

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

Extraordinary bosses trust every employee as if or she were the most important person in the firm.

Excelence is expected everywhere, fromthe loading clock to the boardroom. As a result, employees at all levels take charge of their own destiny.

5° MOTIVATION COMES FROM VISION, NOT FROM FEAR

Average bosses see fear-of getting fired, of ridicule, ofloss of privilege-as acrucial way to motivate people. As a result, employees and managers alike become paralysed and unable to make risky decisions.

Extraordinry bosses inspire people to see a better future and how they’ll be a part of it. As a result, employees work harder because they believe in the organization’s goals, truly enjoy what they’re doing and (of course) know thy’ll share in the rewards.

6° CHANGE EQUALS GROWTH, NOT PAIN

Average bosses see change as both complicated and threatening, something to be enduredonly whena firm is in desperate shape. They subconsciously torpedo chage… until it’s to late.

Extraordinary bosses see change as an inevitable part of life. While they don’t value change for its own sake, they know that success is only possible if employees and organization embrace new ideas ans new ways of doing business.

7° TECHNOLOGY OFFRES EMPOWERMENT, NOT AUTOMATION

Average bosses adhere to the old IT-centric view that technology is primarily a may to strenghten managementcontrol and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.

Extraordinary bosses see technology as a way to free human beings t be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.

8° WORK SHOULD BE FUN, NOT MORE TOIL

Average bosses buy into the notion that work is, a necessery evil. They fully expects employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordiingly.

Extraordinary bosses see work  as something that should be inherently enjoyable-and believe therefore that the most important job of manager is, as far is possible, to put  people in jobs that they can and will make them truly happy.

Source : interview of Geoffrey James I SALES SOURCE I www.inc.com