Bob Sutton is Professor of Management Science and Engineering at Stanford University . He writes an excellent blog, as well writing for, among others, the Harvard Business Review. A believer in evidence based management, he is one of the sanest and more interesting writers on management out there. This is all a forerunner for one of his latest pieces on the 12 things good bosses believe. These include:
- I have a flawed and incomplete understanding of what it feels like to work for me.
- One of the most important, and most difficult, parts of my job is to strike the delicate balance between being too assertive and not assertive enough.
- One of the best tests of my leadership — and my organization — is “what happens after people make a mistake?”
- Bad is stronger than good. It is more important to eliminate the negative than to accentuate the positive.
- How I do things is as important as what I do.
The rest are available at the HBR blog. For my part, I will add that a leader needs to get his people to understand why the organisation does what it does. This is crucial to getting buy-in and that all important engagement.