Over the past year, I've been writing a book about the future of sales and marketing with Howard Stevens, chairman of the leadership assessment firm Chally.
As part of a decades-long research project, Chally has gathered
extensive personality data about 150,000 salespeople, including 9,000
sales managers.
Last week, I had a conversation with Howard where he described the
results of a statistical analysis on the cumulative data on sales
managers. While the data set is specific to sales, I believe that
personality traits that emerged apply to any management position.
According to the success vs. failure statistics that Howard shared with me, successful bosses tend to be:
1. Humble Rather Than Arrogant
Failed bosses defined their role as some form of telling people what
to do. Employees perceived them as obnoxious know-it-alls who wouldn't
let them do their job.
Successful bosses put themselves and their own egos into the
background. They focused on coaching employees to perform to their
highest potential.
2. Flexible Rather Than Rigid
Failed bosses couldn't tolerate change themselves and so found it
nearly impossible to get their employees to embrace necessary change.
Successful bosses knew that adapting to new conditions requires
personal flexibility in order to inspire similar flexibility throughout
the rest of the team.
3. Straightforward Rather Than Evasive
Failed bosses tried to manipulate employees using half-truths that
left false impressions. When employees realized they've been fooled,
they felt resentful and disloyal.
Successful bosses gave employees the information they need to know to
make the best decisions, even if that information is difficult or
sensitive.
4. Forward Thinking Rather Than Improvisational
Failed bosses often attempted to run their organizations ad-hoc,
constantly shifting gears and directions, creating a more-or-less
constant state of confusion.
Successful bosses had a plan and made sure that everyone understood
it. They adapted that plan to changing conditions but did so carefully
and intentionally.
5. Precise Rather Than Vague
Failed bosses created mushy goals that employees found difficult to
map into actual activity. As a result, the wrong things got done and the
right things didn't.
Successful bosses let employees know exactly what was expected of
them, in sufficient detail so that there was no ambiguity about goals.
6. Patient Rather Than Ill-Tempered
Failed bosses blew up and threw fits when problems cropped up. Their
employees became more afraid of doing things wrong than eager to do
things right.
Successful bosses confronted problems by listening, considering
options, deciding on the best approach, and then communicating what
needed to be done.
http://www.inc.com/geoffrey-james/what-science-says-about-successful-bosses.html
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