| Professor Sutton says bosses matter. Why? | | | | - Blame yourself. If something goes pear-shaped |
| Because "95% of all workers have bosses, are | | | | (as can happen), then shoulder the blame - that is |
| bosses, or both... and... for more than 75%, dealing | | | | leadership at its strongest. The dividend is |
| with their boss is the most stressful part of their | | | | counter-intuitive: I've seen leaders increase their |
| job." So, what would your people say of you? | | | | reputation by showing this type of courage. And, |
| And, what can you do to improve? Here are | | | | Sutton puts it nicely: if you don't admit to having |
| seven pointers from Professor Sutton. They're a | | | | the power to break things, how can you have the |
| bit cynical but have the tang of real-world | | | | power to fix them?bolstering performance |
| experience. | | | | - Provide psychological safety. Make it possible for |
| Taking control | | | | people to innovate, produce and, also, fail. I call to |
| - Express confidence even if you don't feel it. As | | | | mind two clients, who completely negated this and |
| Andy Grove said "part of it is self-discipline, and | | | | wondered why none of their people would speak |
| part of it is deception. And the deception | | | | up, let alone offer a contrary opinion. |
| becomes reality." Belief follows behaviour! In my | | | | - Shield people. Deflect mental and emotional stuff |
| years of working with leaders, some of the best | | | | being dumped on your team unnecessarily - |
| (particularly in tough situations) have relied on this | | | | whether by headquarters, regulators or others. I |
| strategy - and won through. | | | | remember a regional CEO saying that keeping |
| - Don't dither. Uncertainty frightens people - and | | | | "New York" from overloading his senior people |
| quickly undermines confidence. Sutton's advice is | | | | was one of his key roles. |
| blunt: "crisp and seemingly quick decisions bolster | | | | - Make small gestures. For example, say "thank |
| the illusion (and reality) that you are in charge." | | | | you". Simple but powerful. |
| Get things moving. Often, any decision is better | | | | Two final quotes: "the best and worst bosses |
| than none. | | | | alike suffer from weaknesses and blind spots. |
| - Get and give credit. As a leader, you'll get more | | | | Such is the human condition. Yet the best are |
| than you deserve when things succeed - that | | | | aware of their flaws and work to overcome |
| comes with the role; just as you'll cop most of | | | | them." The takeaway? Ask yourself (or better, |
| the flack if things fail. The great leader downplays | | | | ask your people): "what does it feel like to work |
| his or her role in success. | | | | for me? |