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Stop Bossing and Start Leading

08/06/2008

Chairman's Message

Michael Bloomberg recently noted that what he found most encouraging about London's new mayor, Boris Johnson, is "that he has not learned what he can't do." Mayor Bloomberg was speaking on the topic of how to get things done.

I hope that this month's topic, which focuses on leadership, will deter you from learning "what you can't do."

Happy hunting!

Stop Bossing and Start Leading

Virginia Moore, Director of HR at a large community hospital in Florida, was running through assistants a bit like Miranda Priestly from The Devil Wears Prada. After 22 years of working in healthcare, starting at the bottom as a receptionist in a small nursing home, Virginia had landed the corner office, so to speak.

Virginia expected those who worked for her to have the same tireless work ethic as she did. Single, with no children, it was not uncommon for her to spend 14 hour days at the hospital. During exit interviews, assistants on their way out described her as "a micro-manager," "controlling," and "demeaning." Too often, it was Virginia's way or the highway–thus the high turnover.

At the same hospital, Tom Reinbeck was in charge of the finance department, with eleven direct reports. His department had lots of turnover as well, but the good kind.

Tom felt it was part of his job to help his entry-level workers learn skills that would lead to promotions within the hospital, and provide more satisfying and rewarding work. It would have been easier, for example, to keep Kimberly as an accounts payable clerk instead of encouraging her to cross over to customer service, where she flourished.

Then there was David, a smart and capable accounting clerk, who had the brainpower to be an accountant. Tom encouraged him to enroll in night classes and promoted him when he completed his degree.

Many of us have worked for people who, like Tom, are more like mentors–they lead and encourage those who work for them, and make significant contributions to their professional development. Most of us, I'll wager, have also worked for someone like Virginia, who may be good at her job, but misses the mark when it comes to leadership.

What kind of a boss are you?

Are you like Tom, leading the way and making it your intention to help those who work for you advance into better spots, even if it means more work for you? Or do you resemble Virginia, who can't think of anyone but herself, and won't let her people make a move without her? Tom leads his people and no position ever stays open very long. Virginia is just a boss, who can't manage to keep an assistant for longer than six months.

Having worked for more years than I care to count, here's how I see the ways leaders differ from bosses:

• The leader inspires enthusiasm; the boss inspires fear.
• The leader develops others; the boss suppresses growth.
• The leader puts the team first; the boss has no team–just workers
• The leader says, "Let's do it"; the boss says, "You do it."
• The leader asks, "What are your goals?"; the boss says "You're lucky to be here."

In a recent Business Week column, manager extraordinaire Jack Welch had this to say about leadership:

"Real leaders touch people. They get in their skin, filling their hearts with inspiration, courage, and hope. They share the pain in times of loss and are there to celebrate the wins. Sure, leaders can write personal e-mails or 'Let's take the hill' missives on the home page. But to rally the team, you need to see, hear, and feel the team, and they need a regular dose of the real you."

As a leader in your organization with the aim to improve loyalty, encourage creative thinking, increase productivity, and have happier employees, make sure your people are leading and not bossing. They'll take their cue from you, of course, so hire and support the Toms, weed out the Virginias, and be sure to provide everyone with big doses of the "real you."

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