The word “boss” conjures up memories of the good, the bad and the ugly ones we’ve endured throughout our careers.
Bosses shape how people experience work: joy versus despair, enthusiasm versus complaints, good health versus stress.
Most bosses want to be good at what they do, yet many lack the essential mindsets that precede positive actions and behaviors.
As a boss who strives to do great work, you must adjust your thinking. The beliefs and assumptions you hold about yourself, your work and your people will determine your actions, according to Stanford University management professor Robert I. Sutton, PhD, author of Good Boss, Bad Boss: How to Be the Best…and Learn from the Worst (Business Plus, 2010).
“The best bosses embrace five beliefs that are stepping stones to effective action,” he writes.
This article examines five critical mindsets that lead to becoming a better boss.
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This is a brief synopsis of a 2000 & 1000-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials.
You may also modify it and add your personal experiences and perspectives.
The complete 2,000 word article includes these important concepts:
- Killer Bosses
- 5 Mindsets of a Great Boss
- Mindset #1: Goldilocks Management
- Mindset #2: True Grit
- Mindset #3: Small Wins Count
- Mindset #4: Avoid Power Traps
- Mindset #5: Provide a Human Shield
- The Questions to Ask Yourself
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Without empathy and focus, you’ll never be able to communicate effectively and relate well to others. People who lack empathy are sure to face interpersonal difficulties that lead to inferior performance, negative outcomes, and poor relationships with coworkers and customers.
As a competency skill, empathy is poorly understood by those who need it the most. Some hard-driving managers eschew the need to develop it because they assume it’s for “touchy-feely” types. Other tone-deaf leaders blindly walk around, relying solely on logic and wondering why others fail to see things their way.
Research by the Center for Creative Leadership reveals that executive “derailment” is primarily caused by deficits in emotional competence:
- Difficulty in handling change
- Inability to work well in teams
- Poor interpersonal relations
The inability to understand matters from others’ points of view means some people lack the flexibility required for change. These individuals simply cannot work well with, or relate to, others, which makes them workplace liabilities.
Successful leaders score high marks in five areas of social competencies in the workplace, for which empathy is the foundation. Understanding others leads to goal completion—not to mention opportunities for promotion. When combined with focus, perseverance and concentration, empathy breeds achievement.
This article suggests 10 steps to practice and improve our ability to experience empathy.
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This is a brief synopsis of a 1000-word article suitable for coach newsletters. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.
The complete 1,000 word article includes these five the following concepts:
- Defining Empathy
- 5 Social Competencies
- The Trickle-Down Theory
- Fundamental Interactions
- Nonverbal Cues
- 10 Steps to Improving Empathy
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If you are a Content for Coaches client and your account is current, no need to order. Send me an email to confirm that you wish to use this article for your next newsletter.
All others please use the order links below.
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