Transcript
Page 1: The Good & The Great Boss

the Great The Good &

boss

Page 2: The Good & The Great Boss

Journey So farI joined Infosys in winter 2010. I had some good people leading me since than. Part of

some Boss I wanted to learn and some part of them I wanted to became.

“Here are some eight !ings every boss can do to make !ings be"er for

everyone at work.”

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BUSINESS IS AN ECOSYSTEM, NOT Aba!lefield

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They build huge armies of "troops" to order about, demonize competitors as "enemies," and treat customers as "territory"

to be conquered.

Average bosses see business as a conflict between companies, departments and groups.

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Extraordinary bosses see business as a symbiosiswhere the most diverse firm is most likely to survive and thrive.

-Charles Darwin, Naturalist , On !e Origin of Species

“It is not !e strongest of !e species !at survive, nor !e most intelligent, but !e one most responsive to !e

change.”

They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers ... and even competitors.

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A COMPANY IS A COMMUNITY, NOT Amachine

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Average bosses consider their company

They create rigid structures with rigid rules and then try to maintain control by "pulling levers" and "steering the ship."

to be a machine with employees as cogs.

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They inspire employees to dedicate themselves to the success of their peers and therefore to the community–and company–at large.

Extraordinary bosses see their company as acollection of individual hopes and dreams,

all connected to a higher purpose.

-Ted Levi", Economist and Professor Harvard Business Sch#l

“What had brought a company where it is today, is not what will bring it

fu#her.”

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MANAGEMENT IS SERVICE, NOTcontrol.

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Average bosses want employees to do

They're hyper-aware of anything that smacks of insubordination and create environments

where individual initiative is squelched by the "wait and see what the boss says" mentality.

exactly what they're told.

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Extraordinary bosses set a general direction and then

They push decision making downward, allowing teams form their own rules and intervening only in emergencies.

commit themselves to obtaining the resources that their employees need to get the job done.

-Andrew Carnegie, Business Magnate, Philan!ropistSco"ish-American Industrialist

“No person will make a great business who wants to do it all

himself or get all !e credit.”

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MY EMPLOYEES ARE MY PEERS, NOT MYchil"en.

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Average bosses see employees as inferior,

Employees take their cues from this attitude, expend energy on looking busy and covering their

behinds.

immature beings who simply can't be trusted if not overseen by a patriarchal management.

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Extraordinary bosses treat every employee

Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.

-Steve Jobs, 60 Minutes interview, 2008The Creator of Apple

“My model for business is The Beatles.They were four guys !at kept each o!er's nega$ve

tendencies in che%; !ey balanced each o!er. And !etotal was greater !an !e sum of pa#s.”

as if he or she were the most important person in the firm.

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MOTIVATION COMES FROM VISION, NOT FROMfear.

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As a result, employees and managers alike become

paralyzed and unable to make risky decisions.

Average bosses see fear--of getting fired, of ridicule, of loss of privilege--as a crucial way to motivate people.

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Extraordinary bosses inspire people

As a result, employees work harder because they believe in the organization's goals, truly enjoy what they're doing and (of course) know they'll share in the rewards.

to see a better future and how they'll be a part of it.

-Napoleon Hill, Au!or and Journalist Think and Grow Rich

“The best way to sell yourself to o!ers is first sell !e o!ers to yourself.”

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CHANGE EQUALS GROWTH, NOTpain.

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Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate

shape. They subconsciously torpedo change ... until it's too late.

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Extraordinary bosses see change as an inevitable part of life. They embrace it as it is.

While they don't value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.

A Tweet form my Twi"er Page

“I am not exactly what I !ought to be, but !ank God I’m not what I used to

be!!! #Change”

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TECHNOLOGY OFFERS EMPOWERMENT, NOTautomation.

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They install centralized computer systems that dehumanize and antagonize employees.

Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and

increase predictability.

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Extraordinary bosses see technology as a way to free human beings be creative and to build better relationships.

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WORK SHOULD BE FUN, NOT MEREtoil.

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Average bosses buy into the notion that work is, at best, a necessary evil. human beings be creative and to build better relationships.

They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.

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Extraordinary bosses see work as something thatshould be inherently enjoyable

and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.

-Thomas Jefferson3rd President of The United States of America

“Do you want to know who you are? Don’t ask. Act! Ac$on will delineate

and define you.”

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Credits

Reference Articles from

Slideshare

8 Core Beliefs of Extraordinary Boss7 Unusual Things Great Bosses Do

10 Things Really Amazing Bosses Do9 Hidden Qualities of Stellar Bosses

One Huge Step Every Great Boss Takes5 Things Remarkable Bosses Never Do

Good to GreatGreat Bosses Don’t Go Undercover

7 Signs You're Ready to Be Your Own Boss9 Core Beliefs of Truly Horrible Bosses

One Thing Every Great Entrepreneur Does3 Ways Great Leaders Hold Themselves Back

Flickr, Deviantart, Sharing sites, Google

Jeff HedenGeoffrey JamesKevin DaumJeff HedenJeff HedenJeff HedenLeigh BuchananGeoffrey JamesJeff HedenGeoffrey JamesJeff HedenGeoffrey James

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