Supervisor, Manager, Leader: The Basics of Being a Boss

by Mike Kraus

the continuation of formal education, participation in outside career-track certifications, in-house skill-maintenance training, attendance at seminars and symposiums, keeping current with industry standards, or a combination thereof, the leader must continue the process of education.

A well-educated, professional leader benefits the organization greatly by possessing better instincts and critical-thinking skills, both of which result in better decision-making abilities.

employees see their leaders demonstrate a philosophy of embracing continual education and professional development, they are generally inspired to follow suit and thus benefit the whole organization.

Self-Awareness

you can tell me anything you want as far as your effectiveness as a leader, but until I ask your employees, peers, and bosses, I’ll take your words with a grain of salt. In other words, if you’re not asking those who work with you on a regular basis for an honest evaluation of your effectiveness, you are not self-aware and are simply guessing as to your effectiveness.

none of us are perfect as human beings, and by default, we are not perfect as supervisors, managers, and leaders.

If I ask my subordinates where I need to improve as a boss, doesn’t that make me appear weak to them?

The answer is no.

It is important to remember that if your people don’t trust you, you won’t get honest feedback from them.

I am still a work-in-progress human being as well as a leader. Yes, even after many years as a human and as a leader, I still haven’t reached perfection status.

I am self-aware of what my current and ongoing shortcomings are as a human being and a leader.

Deportment

confidence; I did not say arrogance or cockiness. There is a huge difference.

Confidence that because of their training and experience they could handle any emergency

Confidence that would be demonstrated through a strong command presence under extremely stressful situations.

people move through life behind a shield of arrogance or cockiness, I believe they are generally trying to hide from the fact that they are not confident in their own abilities. I believe these people are dang...

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carry themselves confidently but without the competence to back it up. These are the individuals who will continue pushing a poor decision even though it is apparent to everyone else that the decision must be adjusted. These are also the individuals who are blinded by their cockiness and can’t see t...

Merriam-Webster states: “political affairs or business: competition between competing interest groups or individuals for power and leadership.”

The public- and private-sector environments are different but still similar in many ways.

both environments, individuals are doing their best to position themselves for the next promotional spot or the most desirable position presently available to them. This means most are trying to look good in front of their bosses.

On the other hand, negative rumors—usually without merit—may begin to flow in hopes of making someone look bad just prior to the promotion in order to make someone else look better. Two different scenarios: one acceptable, one not.

Don’t accept an at-will or unrepresented senior leadership position without being of retirement age, or at least having negotiated a safety-net clause in your contract.

Understand your environment and where you are positioned within it.

Who are your peers and what are their desires and ambitions?

any potential hidden agendas?

Reference organizational guiding documents on a regular basis, and always do so when faced with a significant decision.

Have a decision-making matrix that includes an ethical filter and be willing to use it on a regular basis.

Blindly trust no one. Everyone has some semblance of a political agenda, and it may be hidden from you.

Be comfortable listening to and considering your intuition, that little voice.

err on the side of your people. They’re the ones who are making you look good and your organization successful.

Understand that your reputation and level of organizational respect begins the day you walk into your agency or company.

Don’t give anyone future ammunition to use against you.

Stay focused on your realm of responsibility.

Leaders Pursue the Organizational Vision with a Plan and an Inspired Team

First, a current organizational vision and associated goals to meet that vision must be created to establish a direction or destination for the leaders to take the company. Second, the leaders must transition their “groups” of individuals into “teams” of individuals who are inspired to complete those goals and ultimately achieve the vision.

Leaders must fully understand and buy in to their organization’s strategic or business plan.

A strategic or business plan gives an organization a sense of purpose and direction and poses crucial questions. “Why are we here? What is our purpose? What values do we hold dear? What are the current issues and how do we overcome them? Where are we going, and what will we look like when we get there?”

A strategic or business plan is not a pretty book that sits on a shelf. It is not a document that is looked at every five years in order to be updated.

When you work for or with people who are unwilling to commit to the value of a strategic or business plan, to follow and refer to it on a regular basis and keep it current, there is really no reason to put the effort into the process.

Synergy is that magic element that develops between energized individuals that makes them stronger and more effective as a team than they are as single employees.

if you develop yourself as a supervisor, manager, and especially a leader by using the concepts in this book, you will have the tools and ability to convert your group of employees into a team of talented, creative, innovative, inspired individuals who want the team and the organization to succeed.

It won’t happen overnight, and it won’t happen by itself.

What is the fog of war?

it is the confusing, stressful times of crisis—difficult economic or budgetary periods, natural or manmade disasters, and, of course, being in a literal battle.

as long as you are experiencing confusing, stressful times, you’re in the fog of war.

Former University of Texas Head Football Coach Mack Brown said, “Leadership is poise under pressure.”

retired US Marine Lieutenant General George J. Flynn says it best: “I know of no case study in history that describes an organization that has been managed out of a crisis. Every single one of them was led.”

traits of a leader include integrity, courage, decisiveness, dependability, responsibility, initiative, tact, fairness, enthusiasm, loyalty, and consistency.

committed