4/29/13

Turn a Good Worker Into a Great Manager: 6 Steps

It's noble to promote from within, but irresponsible if it's without preparation. Here's what you should do.


I'm sure this is familiar. You have a great employee, who does strong work, and is ready for more responsibility. So you make him or her a supervisor, manager, or leader of others, and you're happy you did. "Congratulations, you're now a manager," you say, with all sincerity.

But then, you live to regret it. And you realize, it wasn't that the individual did something wrong. You're the one who forgot something: to help lay the foundation for that newly-crowned supervisor to succeed. You didn't train him or her to become a manager.

I remember a number of years ago when my team and I were looking for supervisors for Beryl's call center. Naturally, I thought, we found people who had been great at answering phones and handling customers, and so we promoted them into the new advisor positions. A couple of years later, when productivity was suffering, I heard a common refrain from senior leaders: the problem lay in the call-center supervisors. They thought I should get rid of the existing group, and start fresh.

While a new group sure sounded good, I knew that wasn't the answer. The supervisors weren't the problem; it was me. I failed to give those promoted employees the tools and training they needed to be successful. Rather than looking at them, I needed to look in the mirror, and so did the whole senior leadership team. So I challenged leadership to invest the necessary time and energy to give the call-center supervisors the training they needed--and we got great results.

It's noble to try to "promote from within," but irresponsible to promote without preparation. In some cases, you may not have the resources available to train your next leaders, and when that happens, it may of course be necessary to look outside. Or maybe you hire someone who can train your next generation of leaders.

If you're going to commit to advancing the careers of your best workers, and one of those opportunities moves them into a leadership position for the first time, always do the following:
  • Give them a mentor for a period of time.
  • Invest in either internal or external training.
  • Guide them in how to be an example to others.
  • Teach the difference between management and leadership.
  • Check in often to help them with  new issues they'll deal with.
  • Make sure they enjoy the new role.
Remember middle managers or supervisors have tremendous influence, and you can't underestimate the importance of their roles. Equip and empower the employees you promote, and it will pay big dividends down the road.

http://www.inc.com/paul-spiegelman/turn-good-workers-into-great-managers.html

4/22/13

The Three Best Predictors of On-the-Job Success

I’ve been interviewing candidates for 30+ years and tracking their subsequent performance for just as long.

I’ve found that ability to do the work, fit with the actual situation, and motivation to do the actual work to be the best predictors of subsequent success.

However, unless you define the actual work you can’t measure any of these factors accurately. For example, consider a top-notch person who is highly motivated to work 24/7 on tough technical problems for a supportive manager in an even-paced, mature organization. Change any factor – the manager, the type or number of problems, the company culture, the pressure to perform, or the level of support – and it’s problematic if this same person will as successful or motivated.

It seems obvious that if you don’t define the work ahead of time the assessment will be flawed. Yet somehow the obvious is lost on those doing the assessing. Here’s a quick solution whether you’re interviewing or being interviewed:
  1. Define the work first as a series of 5-6 performance objectives (more). It’s better to say “upgrade the customer billing and reporting system” rather than have a BS in Accounting, 2-3 years Accounts Receivable (AR) experience with in-depth exposure to Great Plains billing software.” (If you’re a candidate ask the interviewer to describe the critical performance objectives for the job. Don’t be surprised if most interviewers don’t know these, including the hiring manager, but this is a great way to demonstrate your insight and switch the conversation to performance and potential rather than skills and experience.)
  2. Define the situational fit factors. These include the manager’s leadership style, the company culture, and any unusual aspects of the job including the pace, the need for flexibility, resource limitations, and the quality of the team. For example, for the Accounts Receivable position it would be important to note if the manager is a control freak or totally uninvolved, or if the project is six months behind schedule, or if the department is understaffed. All of these will affect performance. (Job-seekers should always ask about these situational fit factors during the interview since they could be a setup for failure.)
  3. Conduct a Performance-based Interview (more). Assessing ability and fit involves having candidates describe their most significant comparable accomplishment (MSA) for each of the 5-6 critical performance objectives defining the work. This is the Most Important Interview Question of All Time I’ve written about previously. Done properly, this one question uncovers talent, fit and motivation. (Candidates need to answer this by describing a major equivalent accomplishment providing lots of specific details. To get ready for the interview, prepare a half-page write-up for each of your top 5-6 accomplishments with every detail you can remember.)
  4. Peel the onion for each MSA question looking for patterns of success. To uncover the underlying drivers motivating the candidate to excel, ask about the manager’s style, the environment, the resources, the team, how projects were organized and how challenges were overcome. Even if you correctly assess talent, few people excel in all situations, that’s why measuring fit is so important. After 3-4 MSA questions patterns of consistent behavior will emerge. These factors tend to involve the quality of the manager, the types of work the candidate finds motivating, the degree of job structure, and the types of people the candidate works with. (Job-seekers should know this about themselves as they compare opportunities. In the long run, they’re far more important than the money and the location.)
  5. Find the source of motivation, not just the level of it. The three drivers of success, ability, fit and motivation are interdependent, unfortunately most interviewers measure them individually, or not at all. For each accomplishment ask the candidate to provide three examples of initiative or going the extra mile. Most people can come up with one or two. Only the truly self-motivated can describe three. Soon you’ll have multiple examples of initiative in different situations. Collectively they’ll reveal the underlying source of the candidate’s drive. Make sure your job is comparable on this score, since the difference between a talented person and an all-star is motivation.
Predicting hiring success involves assessing a candidate’s ability to do the work, his or her fit with the actual circumstances of the job, and the person’s underlying motivation to do the actual work required. Few would dispute this. Yet most managers over emphasize raw talent or generic motivation, without proper consideration for the actual job and situation. This seems foolhardy, since the manager will be clarifying expectations once the new hire is on the job, so doing it before the person is hired takes no additional effort. Even better, the manager might discover that the best candidate is not the one who makes the best first impression, but the one who is actually the best performer.

http://www.linkedin.com/today/post/article/20130422022109-15454-the-three-best-predictors-of-on-the-job-success

Using Performance Profiles to Improve Recruiter Effectiveness

It is my contention that the only way to systematically hire superior people is to clearly define superior performance before beginning any new job search. Using a performance profile instead of a job description is an effective means to accomplish this. The benefits of using a performance profile include more accurate assessments, a bigger pool of top candidates to choose from, significant reductions in time to hire, and – by clarifying expectations upfront – a more highly motivated and competent workforce.

Over the last 25 years, I’ve come to the conclusion that every job has six to eight key performance objectives that determine on-the-job success. This is what separates the best, highly motivated employees from the average employees. While the hiring manager needs to take responsibility for determining what these are, the recruiter can play an important role in facilitating the preparation of these performance profiles.

Following is a shortened example of a performance profile for a software developer. As you can see, it differs from a typical job description by listing what the person taking the job must do to be successful, not what skills and experiences the person must have. In this way it defines the job, not the person. This fundamental difference has a domino effect in the way candidates are sourced, assessed, hired, and subsequently managed.

Performance Profile for Software Developer, Quick Version
  1. Complete software design, writing high-quality, efficient code to meet project deadlines.
  2. Quickly understand project scope (one week) and prepare detailed design layout.
  3. Prepare and organize activities to meet a tight, time-phased software development plan.
  4. Work with team of other developers in meeting aggressive project deadlines.
  5. Effectively work with users to develop specs and implement programs during first month.
  6. Overcome critical technical challenges specifically (describe).
  7. Lead project from post design to final implementation.
  8. Effectively utilize configuration management system to track changes.
Once completed, a performance profile lists the key results required in priority order, the critical processes or steps used to achieve these results, and an understanding of the company environment. Candidate competency and motivation is then determined by obtaining detailed examples of how a candidate has achieved similar objectives.

Recruiters who take a lead role in preparing these performance profiles are much more influential throughout the hiring process. Hiring managers and candidates alike see recruiters who have this type of understanding of job needs more as advisors and consultants rather than just head-hunters.

Described below are the three basic ways to prepare performance profiles.

1. The Big Picture Approach
Ignore the job description and just ask, “What does the person taking this job need to do to be considered successful?” Start off by getting the top two to three objectives, and then determine the two or three most important things needed to achieve these objectives. Also ask what the person needs to do in the first 30 days, first 90 days, and first six months.
As part of the major objectives, consider projects, problems, and improvements needed. Include some technical, team, and organization objectives to obtain a true understanding of all job needs. Here’s an example: “By Q2, complete the assessment of all marketing needs and competitive products to support the fall launch of the XYZ product line.” The Big Picture Approach works best when the job has specific projects, tasks, or assignments that need to be completed.

2. Benchmarking the Best
For jobs that are more process-focused (e.g., call center, retail, non-exempt), performance objectives can be determined by observing what the best employees do differently than average employees. At the YMCA, we discovered that the best camp counsellors proactively engage with their kids in daily activities. At a major fast-food restaurant, the best counter staff went out of their way to clean up the store during their shift. At a large call-center, the best reps were able to complete the processing of orders with all team members in a very positive manner, even at the end of a long day.

3. Convert “Having” to “Doing”
Just convert each “must have” skill or factor on the traditional job description into an activity or outcome. For example, if the job description indicates the salesperson must have five years of industry sales experience, ask the hiring manager what the person needs to do with that five years of industry sales experience. A typical response might be, “Conduct a thorough needs analysis and present the product as a solution.”

Here’s another example for the oft-stated “good interpersonal skills.” Ask the hiring manager what good interpersonal skills look like on the job. You’ll probably get a response like, “Work with other departments in completing the launch of the new system.”

Using the above techniques, collectively or individually, usually results in a list of 10 to 15 objectives. The top 6 to 8 are usually all that are needed to assess candidate competency and interest. It’s best to pare the complete list down to a more manageable number, and then put these in priority order. During the interview, you’ll look for candidates who are both qualified and highly motivated to achieve these top objectives.

I suggest to my clients that they make each of the performance objectives as “SMARTe” as possible. SMARTe objectives are Specific, Measurable, Action-oriented, Results-driven, Time-bound, and include a description of the environment. The example in Step 1 above is a pretty good example of a SMARTe objective.

The SMARTe acronym is also useful for interviewing candidates and digging deep into their accomplishments. For example, ask candidates how long the project took to complete, what the environment was like, what actions they actually took, and what specific results were obtained. The key to this assessment approach is to first obtain a list of SMARTe performance objectives, then ask the candidate SMARTe questions, and don’t stop until you obtain complete SMARTe answers.

Performance profiles are a practical way to assess competencies, skills, behaviors, and motivation. It’s what a person does with these attributes that really matters, not the attributes themselves. During the fact-finding questioning, you’re evaluating how these attributes really come together to achieve measurable results. These results – and how they are achieved – can then easily be compared to the objectives described in the performance profile.

Another key point: Candidates like this form of interviewing for a number of reasons. First, it lets them talk about their accomplishments. This builds their egos, and is a subtle but powerful recruiting technique. Second, they learn what they’ll really be doing once on the job. This is the key determinant that the best candidates use to accept or turn down an offer.

Interviewing is only one aspect of a complete interviewing and recruiting process. Too many recruiters and managers wait till the end of the process to “sell” the candidate. By then, it’s too late. Recruiting must start at the beginning. If you describe a compelling job and then challenge the candidate to earn it, they’ll sell you. If you want to hire superior people, start by defining superior performance. Then get everyone with a vote to agree. Once you know what you’re looking for, it’s much easier to find it.

http://louadlergroup.com/using-performance-profiles-to-improve-recruiter-effectiveness/

The Complete 2-Question Interview

Before I got into the training of recruiters and hiring managers and writing books about the trials and tribulations of all this, I was a full-time executive recruiter, for 25 years. Part of this was becoming a better interviewer than my hiring manager clients to ensure good candidates didn’t get blown away for bad reasons. These were the two questions that leveled the playing field:

The First Question: Can you describe your Most Significant Accomplishment (MSA)

I recently wrote a related post on this topic titled the Most Important Interview Question of All Time. You might want to try to answer the question for yourself to see why it’s so important. As you’ll see it involves asking candidates to describe their most significant business accomplishments in great detail. While it’s only one question, it’s repeated multiple times to ensure you’re covering all aspects of expected performance. Most jobs can be better defined as a series of performance objectives like “redesign the inventory management system to track returns” rather than a list of skills, e.g., “3-5 years of supply chain management experience and a BS.” I refer to these performance-based job descriptions as performance profiles.

Getting the full answer to the MSA question requires a great deal of fact-finding on the part of the interviewer. One way to do this is to ask SMARTe questions. After the candidate provides the typical 1-2 minute overview of the comparable accomplishment, ask the following:
  • Specific task: Can you please describe the task, challenge, project, or problem?
  • Measurable: What actually changed, or can you measure your performance somehow?
  • Action: What did you actually do and what was your specific role?
  • Result: What was the actual result achieved and/or what was the deliverable?
  • Timeframe: When did this take place and how long did it take?
  • environment: What was the environment like in terms of pace, resources, level of sophistication, the people involved, and your manager?
While this only covers a small portion of the fact-finding possibilities, using just this short list will give you a deeper sense of the accomplishment and how it compares to the performance profile. If you’re into behavioral questions, ask STAR questions, too, but make sure you ask these as a sub-set of the accomplishment under discussion. (STAR: Situation, Task, Action, Result.) It typically takes 10-15 minutes “peeling the onion” this way to totally understand the accomplishment. A trend line of performance will quickly reveal itself when this same question is asked for different accomplishments.

The Second Question: How would you solve this problem? (PSQ)
The MSA questions represent the candidate’s best examples of comparable past performance in relation to actual job requirements. The second question uncovers another dimension of performance, including job-related problem-solving skills, creativity, planning, strategic and multi-functional thinking, and potential. Using the above inventory management objective, the form of this question would be, “If you were to get this job, how you go about tracking returns into our ERP system?” Based on the person’s response, get into a back-and-forth dialogue asking about how he/she would figure out the problem and implement a solution.

After trying this question out a few times, you’ll discover that the best people quickly obtain a clear understanding of the project or problem, and as part of this, they ask logical questions to obtain a clearer understanding of the problem. Based on this, you’ll be able to ascertain if the person can put together a reasonable go-forward plan of action. In fact, giving a detailed response without consideration of the differences at your company, including the resources available, the culture, and the challenges involved should raise the bright red caution flag.

The Anchor and Visualize Pattern
As long as it’s job-related, the problem-solving question (PSQ) is a great means to understand critical thinking skills in comparison to real job needs, but caution is urged using this type of question. While being able to visualize a solution to the problem or task at hand is a critical component of exceptional performance, it’s only part of the solution. Accomplishing the task successfully is the other part.

So after the candidate finishes answering the PSQ, ask something like, “Can you now tell me about something you’ve actually accomplished or implemented that’s most comparable to how you’ve suggested we handle this problem?” This is just a more specific form of the MSA question. Following up the problem-solving question by asking the person to describe a comparable major significant accomplishment (MSA) is called an Anchor. Collectively, the MSA and PSQ are called the Anchor and Visualize questioning pattern. The order doesn’t matter. What does matter is that for the critical performance objectives you ask the candidates what they’ve accomplished that’s most similar and how they would figure out and solve the problem if they were to get the job.

The ability to visualize a problem and offer alternative solutions in combination with a track record of successful comparable past performance in a similar environment is a strong predictor of on-the-job success. One without the other is a sure path for making a bad hiring decision.

http://www.linkedin.com/today/post/article/20130228212434-15454-the-complete-2-question-interview

Job-seekers: How to Answer “The Most Important Interview Question of All Time” – Part 3

About 95% of the 325,000 people who read “The Most Important Interview Question of All Time” (MIQ) agreed. Here’s why I believe it:

1) As an outside recruiter, I never vote on who should be hired. However, by presenting concrete evidence versus fact-less claims, i.e. "not technically strong enough," or “the person just wouldn’t fit,” I’m in a better position to ensure my candidates are assessed objectively.

2) Asking a series of MIQ-like questions to determine the candidate’s trend of performance over time demonstrates consistency of performance in a variety of situations. This is far superior than asking a bunch of random behavioral interview questions.

3) The candidate’s answers to these MIQs need to be compared to a performance-based job description to accurately assess competency, motivation and fit with the actual job requirements. Without some type of performance benchmark like this, most interviewers default to their built-in biases: technical, intuitive or emotional.

4) Top candidates aren’t interested in lateral transfers and don’t want to work for managers who seem like weak leaders. Asking the MIQ demonstrates that the company has high selection standards and that the hiring manager knows exactly how to asses, hire and develop strong people.

As more interviewers use this style of performance-based interviewing, it’s important that job-seekers become fully prepared. Here’s how:
  • Read the Most Important Interview Question of All Time and answer every follow-up question completely for your most significant career accomplishment. Write these down. Although it will take some time to do this properly, you’ll be more confident during the actual interview.
  • For each of your past jobs summarize your other big accomplishments. Pick 3-4 and describe these in two or three sentences each, include dates, facts, and specific performance details. Use the list of follow-up questions in the MIQ for ideas of what’s important.
  • Based on these accomplishments pull out your big strengths (4-5) and a few weaknesses. Tie each one to a specific accomplishment writing down a few extra details. Use a specific example from one of the accomplishmentrs to demonstrate each strength. For each weakness, describe how you overcame it, and how you’re dealing with it today. Describing weaknesses this way demonstrates that you're a person who can be coached and wants to become better. Saying you don't have any weaknesses means you can't become better.
  • For practice, have someone ask you to describe each of the major accomplishments. Spend 1-2 minutes providing a good summary of each one. It’s critical that you talk at least one minute, and no longer than three. Short answers are too vague, and long answers are too boring.
  • Practice describing each strength with the example. These should each be about one minute each. The examples are what interviewers remember, not general statements.
  • Don’t try to fake this stuff. Everything must tie together. Writing everything down and practicing it is essential. Don’t take any shortcuts.
  • If the interviewer doesn’t ask you the right questions, ask the person to describe some of the critical challenges involved in the job. Ask for details like those in the sub-questions to the MIQ. Then give your best comparable accomplishment.
For more on how to prepare properly, check out my post on how to Use Solution Selling to Ace the Interview. Caution: doing this as described will not help you get a job you don’t deserve, but it will help you get one you do. Good Luck!

http://www.linkedin.com/today/post/article/20130128185005-15454-job-seekers-how-to-answer-the-most-important-interview-question-of-all-time-part-3

The ANSWER to "The Most Important Interview Question of All Time" Part 2

In a lively blog post last week, I suggested that the following was the most important interview question (MIQ) of all time:

What single project or task would you consider the most significant accomplishment in your career, so far?

So far over 300,000 people attempted to answer the question following the set of follow-up questions provided. It takes about 15 minutes to fully understand the accomplishment. When you try it out, you'll be amazed at how much you've revealed about yourself and your abilities. You'll also discover the answers can't be faked, unless you take a shortcut.

From a practical strandpoint, without knowing what job is being filled, there's really no correct answer to this MIQ. To get part of the correct answer, you need to ask the hiring manager this first: What's the most important project or task this person needs to handle in order to be considered successful?

You need specific details to fully understand the scope of the job, but at least now you can compare the person's biggest accomplishment to this benchmark to determine if the person is too heavy, too light, or a possible fit. Now we're getting close to the correct answer. You can then dig deeper with those who are possible hires by asking the candidate the same MIQ question for 3-4 different accomplishments spaced out over the past 3-10 years. This reveals the person's long term trend line of growth and performance.

Repeating the MIQ is why it's the MIQ of all time.
A full assessment is made by comparing the scope and consistency of these accomplishments to the complete set of performance objectives for the job. As part of this consideration must be given to the hiring manager’s leadership style, the company culture, the local environment, and any unusual job circumstances, like lack of resources, a tight schedule, or some critical technical need.

The objective I had when I started this whole process was to find a practical way to counter hiring managers who made incorrect assessments based on a narrow set of technical requirements, overvaling first impressions, lack of insight regarding real job needs, or those who put too much trust in their gut. It turned out that the tangible evidence gained from the MIQ and the trend line was all that was needed. From this I discovered that "out-facting" a hiring manager was far more effective than bullheadedness.

As many readers commented, the form of the MIQ is a bit different for entry-level and less-experienced candidates. In this case I ask where they went the extra mile or have them describe smaller projects or tasks that they were excited about, received formal recognition for, or about work that made them proud. Talented youngsters have a bunch of things to brag about, so this is a good way to pull this out. As examples, we helped the YMCA hire a 100,000 15-16 year old camp counselors one summer using this question, and worked with a well-known hamburger chain using a similar process. The big benefit: the kids were hired because of their work-ethic and sense of responsibilty, not on their appearance or affability. The same technique works for non-kids, too.

Bottom line: there's more to determining if a candidate is a good fit for a job than the MIQ, but this is a critical part of it. The bigger part is first defining real job requirements in the form of 5-6 critical performance objectives. Collectively, this will help minimize the most common of all hiring mistakes – hiring a great person for the wrong job, or not hiring the right one.

http://www.linkedin.com/today/post/article/20130121233555-15454-the-short-answer-to-the-most-important-interview-question-of-all-time

The Most Important Interview Question of All Time - Part 1

(NOTE - this is not the ONLY question, just the most important. Make sure you check out THE ANSWER (Part 2) post. Part 3 is for job-seekers on how to prepare for the interview.)

Over the past 30+ years as a recruiter, I can confirm that at least two-thirds of my hiring manager clients weren’t very good at interviewing. Yet, over 90% thought they were. To overcome this situation, it was critical that I became a better interviewer than them, to prove with evidence that the candidate was competent and motivated to do the work required. This led me on a quest for the single best interview question that would allow me to overcome any incorrect assessment with actual evidence.

It took about 10 years of trial and error. Then I finally hit upon one question that did it all.
Here’s it is:

What single project or task would you consider the most significant accomplishment in your career so far?

To see why this simple question is so powerful, imagine you’re the candidate and I’ve just asked you this question. What accomplishment would you select? Then imagine over the course of the next 15-20 minutes I dug deeper and asked you about the following. How would you respond?
  • Can you give me a detailed overview of the accomplishment?
  • Tell me about the company, your title, your position, your role, and the team involved.
  • What were the actual results achieved?
  • When did it take place and how long did the project take.
  • Why you were chosen?
  • What were the 3-4 biggest challenges you faced and how did you deal with them?
  • Where did you go the extra mile or take the initiative?
  • Walk me through the plan, how you managed to it, and if it was successful.
  • Describe the environment and resources.
  • Describe your manager’s style and whether you liked it or not.
  • Describe the technical skills needed to accomplish the objective and how they were used.
  • Some of the biggest mistakes you made.
  • Aspects of the project you truly enjoyed.
  • Aspects you didn’t especially care about and how you handled them.
  • How you managed and influenced others, with lots of examples.
  • How you were managed, coached, and influenced by others, with lots of examples.
  • How you changed and grew as a person.
  • What you would do differently if you could do it again.
  • What type of formal recognition did you receive?
If the accomplishment was comparable to a real job requirement, and if the answer was detailed enough to take 15-20 minutes to complete, consider how much an interviewer would know about your ability to handle the job. The insight gained from this type of question would be remarkable. But the real issue is not the question, this is just a setup. The details underlying the accomplishment are what's most important. This is what real interviewing is about – getting into the details and comparing what the candidate has accomplished in comparison to what needs to be accomplished. Don’t waste time asking a lot of clever questions during the interview, or box checking their skills and experiences: spend time learning to get the answer to just this one question.

As you’ll discover you’ll then have all of the information to prove to other interviewers that their assessments were biased, superficial, emotional, too technical, intuitive or based on whether they liked the candidate or not. Getting the answer to this one question is all it takes.

http://www.linkedin.com/today/post/article/20130117183637-15454-the-most-important-interview-question-of-all-time

4/17/13

Neurotic Introverts Are the Best Team Players

They might have social anxiety, but they contribute more to group projects than the office extroverts.

Social anxiety. Emotional volatility. Withdrawal.

These may not be the characteristics you typically associate with effective employees, but new research from UCLA suggests that neurotic people are actually more valuable on team projects than the flashy extroverts.

What’s this mean for managers? You’re probably under-using the introverted, neurotic staff members, when you should, in fact, be maximizing their potential on group projects.

The researchers conducted two separate studies--one that surveyed MBA students' behavior and another that noted employee behavior towards the two personality types.

The findings? Qualities that make extroverts seem like strong workers, such as their assertiveness and dominance, raise team members’ expectations of them.

Extroverts in the study were also more likely to be poor listeners and indifferent to input from other team members. Ultimately, over the 10-week period, this tension caused extroverts to disappoint their groups and underwhelm their peers’ expectations.

Rising to the occasion were the neurotic group members. Neurotics’ personalities are the kind that get highly engaged with tasks, researchers said, leaving them to gain status among the group members by surpassing their low expectations.

http://www.inc.com/sonya-chudgar/neurotic-introverts-are-your-top-team-members.html

11 Inspiring Quotes From Sir Richard Branson

 he iconic Virgin Group founder seems to have done it all. Now he explains to Inc. how to start a company from pennies, when to "snoop around," and his trouble saying "no."

Sir Richard Branson, founder of the Virgin Group--an empire of more than 400 companies that includes an airline, a mobile phone company, and a credit card company--sat down Wednesday with Inc. editor-in-chief Eric Schurenberg. Their exclusive interview kicked off Inc.'s GrowCo conference in New Orleans.

Branson spoke about the power of delegating, the importance of branding, how to assess risk, and why he wants to change the entire concept of space travel--soon.

Here are some of the interview's most poignant take-aways.

1. "A business can be started with very little money."
When Branson was 15 years old, he decided he wanted to start a magazine to give young people a way to speak out against the Vietnam War. He didn't have any money--not even enough change to make a phone call. But when his mom found a necklace and turned it over to the police, nobody claimed it. So she sold the necklace, and gave Branson a couple hundred dollars. That money enabled him to bring on advertisers, which led him to start printing his publication.

2. "Consider getting smaller in order to get bigger."
Rather than grow his original record business exponentially larger, Branson instead set up 30 different record companies. Rather than have a few top managers overseeing layers upon layers of people below them, some lower-level employees became managers of those smaller entities. A hearty spirit of competition developed. Branson attributes this strategy's success to the fact each company knew directly and immediately when it had succeeded, and when it had stumbled. Virgin today is a huge entity with more than $20 billion in revenue--but Branson's original strategy has been retained in that it also is a series of smaller companies.

3. "You can be a David vs. a Goliath, if you get it right."
When Branson launched Virgin Atlantic, it had tough competitors such as TWA, Pan Am, and Air Florida. "I mention these names," said Branson, "because none of them exist anymore." Why'd the others fail? The others didn't focus on the customer, Branson said.

4. "A business is simply an idea to make other people's lives better."
Branson explained this is what drives him as an entrepreneur: "If you can make peoples lives a lot better, you've got a really good business."

5. "Unless you dream, you're not going to achieve anything."
Branson is funding Virgin Galactic to make space travel more accessible to average people--even if it would still cost an individual a couple hundred thousand dollars. Because governments have traditionally overseen space travel, only a select and elite (and very small) group of people have been into space in the last six decades. Branson is trying to change that. "People in this room under the age of 50," Branson said, "if they want to go to space will be able to go to space in their lifetime."

6. "You can get too close with a doctor, or banker, and not realize you should actually snoop around."
When he launched Virgin Atlantic, Branson found a manager at his bank on his doorstep one Friday evening in a complete panic, questioning how someone in the record business could launch an airline. The banker said he would foreclose on the whole Virgin Group that Monday. "I just pushed the bank manager out of my house and told him he wasn't welcome," Branson said. He then explained that, in a state of "half-anger, half-fear," he spent the weekend asking people he knew to chip in to help him gather the money he needed upfront. And the next week he changed banks--something he should have done much earlier (he even got a better package from the new bank).

7. "Detail is very important."
Richard Branson carries a notebook at all times, so he can write down conversations. He doesn't want to forget on, say, a Virgin Atlantic flight, what his customers or staff tell him. He brings the notebook along when he visits out-of-town teams and goes out with them. "When I get drunk with staff, I won't remember, so I'll definitely write it down," he laughed.

8. "You can create a business, choose a name, but unless people know about it you're not going to sell any products."
When Virgin Atlantic was getting started, it was so much smaller than its competitors that Branson went to extraordinary lengths to put the brand on the map, including stunts like attempting to get a boat across the Atlantic in the shortest period of time. "Luckily when it sank, the Virgin brand was sticking out of the water," he joked. Likewise, when Branson tried to be the first to cross the Atlantic in a hot air balloon, it was rescued by helicopters--but Virgin was all over the newspapers.

9. "Find somebody else to run your business on a day-to-day basis."
Branson recommends you should be brave enough to find somebody else to run all the day-to-day, and nitty-gritty details of your company, and then step aside and work from home for a while, so you can start to think about bigger picture--or your next business.

10. "Protect against the worst eventualities. Make sure you know what they are."
Ask yourself when you embark on a new venture if you can afford the absolute worst-case scenario, and then just go on and do it. "You may say, 'OK, I feel so sure about it I will mortgage the house.' I have done that against my wife's wishes on two or three occasions," he said.
"Sometimes you'll fall flat on your face, sometimes you won't," he added.

11. "I think because I have great difficulty saying the word, 'no,' almost every day's a different adventure."
Branson's not one for taking it slow. Or turning down opportunities--even if they mean jetting around the world and back. Inc. caught up with Branson in New Orleans between a trip to New York--where he announced the Virgin Atlantic service from two New York City-area airports to Los Angeles and San Francisco--and his next stop: Peru.

http://www.inc.com/allison-fass/richard-branson-virgin-inspiration-leadership.html

8 Things You Should Not Do Every Day

It's for your own good. Cut these things out of your day and you'll see gains in productivity--not to mention happiness.

If you get decent value from making to-do lists, you'll get huge returns--in productivity, in improved relationships, and in your personal well-being--from adding these items to your not to-do list:

Every day, make the commitment not to:

1. Check my phone while I'm talking to someone.
You've done it. You've played the, "Is that your phone? Oh, it must be mine," game. You've tried the you-think-sly-but-actually-really-obvious downwards glance. You've done the, "Wait, let me answer this text..." thing.
Maybe you didn't even say, "Wait." You just stopped talking, stopped paying attention, and did it.
Want to stand out? Want to be that person everyone loves because they make you feel, when they're talking to you, like you're the most important person in the world?
Stop checking your phone. It doesn't notice when you aren't paying attention.
Other people? They notice.
And they care.

2. Multitask during a meeting.
The easiest way to be the smartest person in the room is to be the person who pays the most attention to the room.
You'll be amazed by what you can learn, both about the topic of the meeting and about the people in the meeting if you stop multitasking and start paying close attention. You'll flush out and understand hidden agendas, you'll spot opportunities to build bridges, and you'll find ways to make yourself indispensable to the people who matter.
It's easy, because you'll be the only one trying.
And you'll be the only one succeeding on multiple levels.

3. Think about people who don't make any difference in my life.
Trust me: The inhabitants of planet Kardashian are okay without you.
But your family, your friends, your employees--all the people that really matter to you--are not. Give them your time and attention.
They're the ones who deserve it.

4. Use multiple notifications.
You don't need to know the instant you get an email. Or a text. Or a tweet. Or anything else that pops up on your phone or computer.
If something is important enough for you to do, it's important enough for you to do without interruptions. Focus totally on what you're doing. Then, on a schedule you set--instead of a schedule you let everyone else set--play prairie dog and pop your head up to see what's happening.
And then get right back to work. Focusing on what you are doing is a lot more important than focusing on other people might be doing.
They can wait. You, and what is truly important to you, cannot.

5. Let the past dictate the future.

Mistakes are valuable. Learn from them.
Then let them go.
Easier said than done? It all depends on your perspective. When something goes wrong, turn it into an opportunity to learn something you didn't know--especially about yourself.
When something goes wrong for someone else, turn it into an opportunity to be gracious, forgiving, and understanding.
The past is just training. The past should definitely inform but in no way define you--unless you let it.

6. Wait until I'm sure I will succeed.
You can never feel sure you will succeed at something new, but you can always feel sure you are committed to giving something your best.
And you can always feel sure you will try again if you fail.
Stop waiting. You have a lot less to lose than you think, and everything to gain.

7. Talk behind someone's back.
If only because being the focus of gossip sucks. (And so do the people who gossip.)
If you've talked to more than one person about something Joe is doing, wouldn't everyone be better off if you stepped up and actually talked to Joe about it? And if it's "not your place" to talk to Joe, it's probably not your place to talk about Joe.
Spend your time on productive conversations. You'll get a lot more done--and you'll gain a lot more respect.

8. Say "yes" when I really mean "no."
Refusing a request from colleagues, customers, or even friends is really hard. But rarely does saying no go as badly as you expect. Most people will understand, and if they don't, should you care too much about what they think?
When you say no, at least you'll only feel bad for a few moments. When you say yes to something you really don't want to do you might feel bad for a long time--or at least as long as it takes you to do what you didn't want to do in the first place.

http://www.inc.com/jeff-haden/8-things-you-should-not-do-every-day.html

10 Ways to Make Email Better

Hate managing email? This list of tricks can help.

I have nearly 21,000 email messages in my inbox. I don't file, archive, or delete anything.
Think this hands-off approach is a bloody mess? Personally, I think my approach is working--I try to touch email messages as few times as possible, spend zero time organizing them and feel confident if I ever need to search for a keyword or for someone who works at a particular company, Gmail's search capabilities can find it in my massive pile.

Yet I'm doing it all wrong, according to email-filtering service Sanebox, which advises the opposite strategy--one in which you let its algorithms sift through all your messages and organize them neatly into manageable folders that do all sorts of neat tricks. I've tried it, and it is, indeed, slick.

In fact, the folks at Sanebox argue that keeping all your mail in your inbox is "terrible for your productivity," the company opined in a really helpful (and entertaining) list of 100 email hacks it recently compiled.

Here's a round-up of the company's best tips.

Turn off notifications.
You're humming along with work swimmingly and you hear it--the ping on your phone that tells you an email just landed in your inbox. Now you're curious, so you hop in there to see who it's from and your productivity just stopped dead still. Unless you're waiting for some time-sensitive critical message, don't give yourself an excuse to keep checking email. Silence notifications wherever you're getting them (including visual popups on the desktop). A better bet is to set aside a few times during the day to deal with email.

Never unsubscribe from suspicious emails.
Hate spam? One way to get even more of it is to hit an unsubscribe link in a message you're not sure why you're getting. If you do, you could end up at a website where you're asked to input your email address to confirm your desire to unsubscribe. Now the spammer has verified your email address (it was only a guess that landed the original message in your inbox) and can sell it to others who will barrage you with messages.

Don't use images in your signature.
Sometimes people are looking for a particular file and filter their messages according to which ones include attachments. By including an image (which becomes an attachment) in your signature you're actually mucking up their search results. Plus, tossing around unnecessary graphics is a waste of bandwidth.

Don't use email to discuss a difficult subject.
If someone at work needs straightening out, don't do it on email, particularly if there's a chance the discussion could become contentious or if someone could be hurt or offended. It's much easier to gauge someone's emotions and respond appropriately on the phone, via video chat, or even better, in person.
Never email your credit card information.
Unencrypted email is not secure so you don't want to use it to communicate any kind of confidential information. For one thing, a message may have to cross any number of networks before a recipient gets it, and once it arrives how will that person store it? What if their system is compromised?

Forget about attachments and use links instead.
Dropbox, Google Drive, Microsoft SkyDrive, and the like are great because you can share a file with others and as soon as someone makes an edit to it, the change is viewable by everyone who has access. Attachments, on the other hand, are static--if you find yourself in an email volley including various iterations of the same document things can get confusing. With a URL linking to the cloud, however, version control isn't a worry.

Stop scanning and faxing.
If you've ever been emailed a contract to physically sign and return to someone, you know what a pain this can be. You either have to print it out and find an actual fax machine, or take the time to scan, save, and attach each page into an email.
Instead, use an online fax service such as Hello Fax. The first five pages are free; after that plans start at $10 a month.

Amp your network right inside email.
Rapportive is a free tool for Gmail users that adds a sidebar to each message you receive that shows you what the person looks like, information about what they do, where they're located, as well as what social networks they use. The best part is this: Directly within the window you can send a LinkedIn connection invitation, add someone to a Google+ circle, follow him or her on Twitter, or friend them on Facebook.

Fill in the recipient last.
There's nothing worse than accidentally sending a message before you intend to. Save yourself this embarrassment by leaving the "To" field empty until your missive is perfect. Gmail users can also use Google's "Undo Send" feature which gives you a few seconds after you hit send to change your mind. To turn it on, go to settings (the cog on the right of your Gmail window), then Labs, where you'll find the feature plus a slew of others you might find helpful.

Use an unguessable password that's different for each account.
You've heard this one before, but it bears repeating because lots of people still get in trouble for not heeding this advice. Your email password absolutely has to be one that someone can't guess and one that you don't use with any other account.

To ensure it can't be guessed, use the first letters of a memorable phrase, such as yamsmosymmhwsag, a 15-character password (longer is better) taken from "You are my sunshine, my only sunshine. You make me happy when skies are gray."

Another trick: Think of a two-word phrase at least eight characters long that you can remember, such as "SteakBurrito" and pepper it with symbols that look like letters, like this: St3@kBurr!t0. Then, for each site that you need a unique password, take the first and fourth letter of the site and stick it in the middle of your skeleton key. So, for Facebook, your password would be St3@kfeBurr!t0.

And don't store all your various passwords on paper or in a file somewhere but in a password manager such as LastPass. Not only can the service generate unique passwords, it's free and available as a plugin for all the major browsers.

http://www.inc.com/christina-desmarais/10-ways-to-make-email-better.html

How to Take Your Company to the Next Level

 By strategically sizing up the competition, you can help take your business to the head of the pack.

"I want to take my company to the next level."

I hear these words from CEOs all the time as they talk about their goals and dreams for their companies.

When I push for the details, the conversation tends to get a little murky. It's usually just a recap of how the company has been performing recently. The conversation always ends with a statement of aspiration, "I just know we are ready to really grow."

Certainly, set your goals for the stars. Along the way, however, you need to pass the runner in front of you before you overtake the record-setter at the front of the pack. If you have ever raced, you know the importance of focusing on the racer right in front of you as you look for your opportunity to pass.

What to do:

1. Study the pack
Pick out the market leader. Now pick out the one-to-three competitors who are at the next level ahead of you. Take your ego out of the conversation as much as possible and put your analyst hat on. What separates the pack into their current positions? These layers in the market are often set by what the market values. The question should be, what criteria are being valued by the customers you want and the market-share you want to take? If you can determine those elements, you can plan your company's stepping-stones for growth.

2. Emulate, eliminate, differentiate and overtake
You've done your homework on your competitors. Now look at your company. In the comparison between you and them, what are the characteristics that are making them successful? This is no time for emotional self-indulgence. Focus on what is worthy of emulation, what should be eliminated from your costs and offerings, what truly differentiates them from you, and what it will take to overtake them.

3. Build your race strategy one competitor at a time
There are lots of things to learn from the market leaders. I believe in learning from the best practices of the best players. However, the company who is ahead of you is your focus in the short-term. Market performers have a tendency to cluster around similar components of success. Figure out those cluster formulas.

A word of caution: This set of strategies is about getting your company to the next level, but it is not a plateau. As a CEO, building a strategy exclusively around replicating the successful traits of your competitors will lead to a flattening growth curve. You need to combine the winning characteristics of your competitors with your own unique game-changing strategies. By defining what the next level is, then identifying how to get there, you can give your team a real plan.

http://www.inc.com/tom-searcy/ceos-set-the-right-next-level-for-your-company.html

3 Phrases That Will Get You Noticed

When these phrases are used appropriately and wisely in group and team situations, they will put you in a natural leadership position.

I spend a lot of time helping leaders with succession planning--essentially, helping them develop other leaders.

What's interesting is what happens just before the developing begins.

Truth is, leaders aren't developed from scratch. What happens instead is that someone is first recognized as a potential leader and then the development begins.

So what is it that leaders look for in those they think might have the potential for leadership? How are future leaders recognized? By a lot of things, obviously, many of them idiosyncratic to the corporate environment within which they will work.

However, when I help senior executives make this decision, one thing comes up frequently: How the leadership candidate conducts themselves in group situations--and specifically, how they contribute to group discussions.

There are three phrases in particular, variants of which I hear remarked upon time and again when they're used appropriately and wisely in group and team situations:

1. "I have nothing to add."
You know the person who simply has to contribute to every single item under discussion, irrespective of whether or not they have anything of note to contribute? Don't be that person.

Doing so shows only fear (that you might be outshone by someone else if you don't speak to every point) or bumptiousness (you believe you actually do know something about everything under discussion, however esoteric).

Be confident in your own potential leadership abilities to simply state you have nothing to add when, um, you have nothing to add.

2. "I don't understand what you mean by..."
Don't want to seem stupid in front of colleagues? Fearful that if you don't know the meaning of every acronym thrown around that you'll be dismissed as not "with it"? Get to the back of the succession line.


Potential leaders talk like 6-year-olds when necessary. "I've never heard that phrase in this context before--could you help me understand what you mean by it?" won't get you laughed at (unless you work with jerks, in which case, you have deeper problems), it'll get you recognized as genuine and trustworthy.

3. "I recommend that we..." 
There's a type of team member who will avoid making any statement that involves some risk on their part. Whether it's being asked to express an opinion or make a recommendation, they'll wiggle like a trapped squirrel rather than be definite about their own views.

This usually comes out of a fear of being wrong (sometimes its genuine shyness, but that's rarer than you'd think), and people who are afraid of ever being wrong don't make good leaders.

I don't suggest that you start throwing around your opinions on every matter under the sun (see point 1 above), but if you want to be considered for future leadership, I do recommend you fully think through those issues in which you are involved, and make your recommendations clearly and without vacillation (opinions can come later; share them if and when you're asked).

Want your leadership potential to be recognized? Try using these three phrases--or whatever version of them you're comfortable with--next time you're working in a group or team.

http://www.inc.com/les-mckeown/3-phrases-that-will-get-you-noticed.html

4/10/13

Computing the Trimmed Mean Average in SQL

This article by Bob Newstadt presents code to compute a trimmed mean in SQL. The trimmed mean is a more robust version of the simple mean (SQL AVG() aggregate function). It is a useful tool for summarizing ill-behaved real world data.

We all use statistics to help us understand the world. Think of batting averages, grade point averages, or the oft-quoted median price of a single family home. However, averages of real word data can be misleading. Two common problems are having too few samples or having wild values known as outliers.

A widely applicable technique to deal with these issues is the trimmed mean. The trimmed mean computation discards extreme values and averages the remaining samples. The amount of trimming can be tuned to fit the problem. Ideally, this avoids the outliers which can plague the mean while otherwise using as much of the data as possible.

This article presents several ways to compute a trimmed mean in SQL. Among the solutions is code which yields the mean, the median, or something in between depending on the amount of trimming you specify. These queries have been tested using SQL Server 2000 and may use some non-standard extensions.

Sample data

Let’s create a table variable containing a set of scores.
Declare @TestScores table (StudentID int, Score int)
insert @TestScores (StudentID, Score) Values (1,  20)
insert @TestScores (StudentID, Score) Values (2,  03)
insert @TestScores (StudentID, Score) Values (3,  40)
insert @TestScores (StudentID, Score) Values (4,  45)
insert @TestScores (StudentID, Score) Values (5,  50)
insert @TestScores (StudentID, Score) Values (6,  20)
insert @TestScores (StudentID, Score) Values (7,  90)
insert @TestScores (StudentID, Score) Values (8,  20)
insert @TestScores (StudentID, Score) Values (9,  11)
insert @TestScores (StudentID, Score) Values (10, 30)

The average is thrown off by the “curve-wrecking” student 7 who earned a score of 90.
select avg(cast(score as float)) as mean from @testscores

32.899999999999999
If that high score were 900 the mean would be really out of whack, all due to one far out value.

Trimming the smallest and largest values

This trick will compute the mean excluding the smallest and largest values.
select (sum(score)-min(score)-max(score)) / cast(count(*)-2 as float) 
  as meantrimmedby1 
from @testscores

29.5
Of course there must be more than 2 scores for this to work.

Trimming the N smallest and largest values

This code removes the smallest N and largest N scores before computing the average. N is a variable set at run time.
declare @N int
set @N = 3

select @N as N, avg(cast(score as float)) as TrimmedMeanN
from @TestScores a
where
 (select count(*) from @TestScores aa
  where aa.Score <= a.Score) > @N
 and
 (select count(*) from @TestScores bb
  where bb.Score >= a.Score) > @N

3, 26.0
The where clause keeps only the scores which fall between the N largest and the N smallest values. The correlated subqueries in the where clause rank each a.score compared to all scores in @TestScores. Duplicate values are either all removed or all retained. For example, if all scores are the same then none of them will be trimmed no matter what N is. Apply this algorithm only when there are at least 2N scores.

Trimming the smallest and largest percentile

A more general approach is to trim by a fixed percentage instead of a fixed number. Here we trim by a factor between 0.0 and 0.5. Trimming by 0.0 trims nothing yielding the mean. Trimming by .25 discards the scores in the top and bottom quartiles and averages what’s left. Trimming by .5 yields the weighted median. The median is weighted when there are duplicate values. In this example the central values are 20,20,20,30 which average out to 22.5. Compare this to the non-weighted median 25.0 ((20+30)/2).
declare @pp float
set @pp = .5

select @pp as factor, avg(cast(score as float)) as TrimmedMeanP
from @TestScores a
where
 (select count(*) from @TestScores aa
  where aa.Score <= a.Score) >= 
   (select @pp*count(*) from @TestScores)
 and
 (select count(*) from @TestScores bb
  where bb.Score >= a.Score) >= 
   (select @pp*count(*) from @TestScores)

.5, 22.5
This code is similar to the previous query except @N is replaced by @pp*count(*). The relation > was changed to >= so that a factor of .5 generates the weighted median instead of trimming all samples.
We can rewrite this solution to improve performance. The following code cuts the number of table scans in half.
declare @pp float
set @pp = .5

select @pp as factor, sum(cast(score as float)*weight)/sum(weight) as TrimmedMeanP2
from
 (
 select
  a.score,
  count(*) as weight
 from @TestScores a
 cross join @TestScores b
 group by a.score
 having
  sum(case when b.Score <= a.Score
   then 1 else 0 end) >= @pp*count(*)
  and 
  sum(case when b.Score >= a.Score
   then 1 else 0 end) >= @pp*count(*)
 ) as x1

.5, 22.5
The @TestScores table is cross joined with itself to permit comparisons of every score in the table ‘a’ with every score in table ‘b’. The results are grouped by a.score. Thus there will be at most one row in the derived table for every distinct value of a.score. In this example there are 3 scores with the value 20 causing the join to evaluate 30 rows (3*10) for that group. The having clause retains those a.score groups near the center of the distribution. The derived table generates a weight with each score proportional to the number of duplicate values there are for that score in the original table. Finally, the outer select calculates the weighted average of the retained grouped scores.

Trimming using TOP

You may be thinking: Why go to all this trouble when TOP and ORDER BY can easily filter rows from a table? The TOP operator has some limitations which are inconvenient to work around.
TOP’s argument N can not be a variable. Until you upgrade to Yukon, the next version of SQL SERVER 2000, you will need to resort to dynamic SQL if N is variable. Many DBAs try to avoid dynamic SQL for security and performance reasons.
TOP applies to the whole result set. This makes it hard to compose some complex queries which depend on TOP. Consider computing the trimmed mean of each student’s scores. Using TOP you would need to have a cursor to process each student’s scores separately. The query from the previous section can be extended to handle this problem without using cursors.
If just a single result is required and if the amount of trimming is not variable then using TOP may work. Here’s an example of computing the left median using TOP.
select top 1 Score as medianByTOP
from (select top 50 percent Score
 from @TestScores 
 order by Score) as x
order by Score desc

20
This code takes the max value in the bottom half of the distribution. A 25% trimmed mean using TOP can be coded as:
select avg(cast(score as float)) as TrimmedMean25pByTOP
from (select top 66.666 percent Score
 from (select top 75 percent Score
  from @TestScores 
  order by Score desc) as x
 order by Score) as y

29.166666666666668
The inner derived table trims the lowest 25%. The outer derived table trims the highest 25% of the original. The select clause averages the middle 50% of the distribution (66.666% of 75%=50%).

http://www.sqlteam.com/article/computing-the-trimmed-mean-in-sql

4/2/13

10 Things Really Amazing Bosses Do

Are you truly an amazing boss or just a good one? See how many of these 10 traits are natural for you.

Recently, I had overwhelming response to my column on 10 things Really Amazing Employees Do. In it, I also gave tips for being a better boss. Better is great, but amazing bosses didn't need the tips because they already knew what to do.

Being a boss is hard. People don't naturally wish to have one. And not everyone aspires to be one. But most people are anxious to follow a good leader, and most organizations live and die on the quality of the leaders who run them. See how you stack up with these 10 traits. I have given a reference point for good bosses as well so you can assess if you are truly hitting the mark or if perhaps your people are just being nice when they say you're amazing.

1. Good Bosses maintain control and get things done.
Amazing Bosses know efficiency can be the enemy of efficacy in the long run and so they work to create an atmosphere of expansive thinking. They empower their team with time, resources and techniques, to solve big issues with big ideas instead of Band-Aids and checklists.

2. Good Bosses foster a sense of community, making room for everyone.
Amazing Bosses form an internal culture by design rather than default, making sure they attract the right people to get on the bus and then get them in the right seats. They also make sure that the wrong people never get on the bus, or if they do, they get off quickly.

3. Good Bosses invite creative thinking.
Amazing Bosses know how to integrate creativity into daily conversation and procedures so that every employee feels natural about being creative and facilitating productive creativity when interacting with others in the company.

4. Good Bosses create an open environment for voicing concern and frustration.
Amazing Bosses create an environment where people are empowered to make change on their own to improve product, process, and procedures. They integrate open communication to the point where the expression of honest concerns is expected, required, and desired by everyone involved to achieve the highest levels of team performance.

5. Good Bosses encourage career development for their employees.
Amazing Bosses integrate individual learning and development into every job description so that personal growth is required and rewarded. They know companies that do this thrive thanks to new leaders rising from the inside. They make sure the company apportions time and dollars toward personal growth so that everyone shares reasonable expectations of commitment and success.

6. Good Bosses run effective and efficient meetings.
Amazing Bosses make sure that everyone on the team understands the difference between a valuable meeting and a waste of time and resources. They educate the team on facilitation techniques and give each person consistent practice at structuring and leading effective meetings with postmortem feedback.

7.  Good Bosses build trust so people feel safe.

Amazing Bosses encourage constant interaction and high performance within the team so they succeed or fail together, creating tight bonds of loyalty to the company and each other. Successes are met with equal high praise and rewards, while failures are met with encouraging acceptance and postmortem learning discussions yielding next-step improvements. (Of course amazing bosses know how to make sure people and teams fail safely in the first place.)

8. Good Bosses generate happiness in the workplace.
Amazing Bosses constantly seek and execute ways to help employees gain deep personal satisfaction from their responsibilities so they are inspired and excited to come to work and perform well every day.

9. Good Bosses make sure people are responsible for their roles and actions.
Amazing Bosses promote personal accountability by providing clear communication and buy-in as to the culture, vision, and goals for the company. They know how to effectively and efficiently align the team, communicate in rhythm, and measure progress so they can adjust quickly with minimal risk.

10. Good Bosses know how to praise and show gratitude.
Amazing Bosses know how to instill a deep sense of personal satisfaction and accomplishment in individual team members. They help employees develop a strong sense of self-confidence and self-praise that outweighs any pat-on-the-back or award provided.

http://www.inc.com/kevin-daum/10-things-really-amazing-bosses-do.html