Untitled Document

By Cynthia Brodrick • Bankrate.com

Someone left you in charge. Now what? Well, don't get drunk on the power, buddy. You're only as strong as the support you get from your staff.

It's a breeze sitting around and griping about stupid decisions made by the boss. In frustration, we've all fantasized, "Now, if I were in charge, things would be different around here."

Well, one step up that career ladder, and there you are -- king of the world, or maybe a department, or at least a staff of one. You're the head honcho -- that means you know better than the rest of the crew, and you'll whip them into shape no matter what it takes, right?

Special skills:

Good boss from day one
Earn those stripes
Don't beat them, motivate them
Getting to know the little people
The tough stuff
Be a bear

Not so fast -- a 1996 Gallup poll revealed that the actions of supervisors or managers are the most common cause of workplace anger. Other causes are not being productive, tight deadlines, a heavy workload and being treated badly, all of which are also a reflection of management.

"There are so many jobs out there that people don't have to work in an environment they don't like," warns Wayne Outlaw, the South Carolina-based author of "Smart Staffing: How to hire, reward and keep top employees in your growing company." So if you pull the tyrant routine, you'll just foster the seeds of your destruction with staff turnover and a staff that turns on you.

Perhaps you'd better forget the vinegar and try a sweeter attitude. If you want to further your career and just plain have a nice working environment, be prepared to practice a few special skills.

Good boss from day one
When you're a brand-new boss, there's nothing like getting started on the right foot -- whether you were hired in or promoted from the ranks. Everyone will be wondering how much of a doofus you're going to be and how much he or she can get away with. Step right up to the plate and show 'em what you got -- in a team player kinda way.

"Acknowledge the good work that's already been done," says Dave Nielson, senior consultant at Implementation Management Associates, an international consulting firm specializing in implementing change. He suggests you find out what the "operating norms" of the group are before you go stomping around changing things.

Ask the employees what they think needs to be changed or improved. Then communicate your expectations, work style and goals for your staff. Don't just take over and force your ideas -- good or not -- on the staff.

Tony Jeary, CEO of Dallas-based High Performance Resources, Inc., agrees. Jeary coaches big-time bosses, such as car company CEOs, on how to succeed as leaders. From the first day, the new boss needs to clarify what the vision is and what the objectives are. Jeary says, "If it's clear, then people can adjust more quickly."

Earn those stripes
As boss, you're going to be expecting a little respect from the troops. Well, being in charge is not enough. You've got to respect and trust your staff. That's the only way you'll get them to respect and trust you.

"You can demand obedience because of your rank, but you have to earn respect," explains Outlaw. So, how do you earn it? A lot depends on variables of your individual employees, type of work and workplace, but here are a few basic, good behavior tips to get you started:

Do what you say you will.
Listen to your staff.
Be honest.
Show gratitude.
Recognize good work.
Let your staff do what they were each hired to do.

You can further guarantee a respectful and productive relationship with your employees by following the rest of the advice from our experts.

Don't beat them, motivate them
If ordering folks around was one of the things you expected to enjoy about being a boss, then you're reading the wrong article. However, if you're interested in inspiring your staff to new levels of achievement -- which will make you look pretty spiffy to your superiors -- learn to motivate.

"It's not about being in charge. It's about being a leader," says Adele Lynn, author of "In Search of Honor" and owner of Lynn Learning Labs in Belle Vernon, Pa. She recommends helping workers figure it out for themselves. "You need to help, nurture and inspire."

Rather than be a dictator, a manager needs to be more a facilitator, making it possible for the workers to do their work, adds Marilyn Manning, a leadership skills trainer.

The problem with bosses, according to Outlaw, is that they expect their staff to do things just like they would. Outlaw continues, "Everyone's motivated. They're just motivated to do different things." And for different reasons. Outlaw says find out what motivates each employee, then help them get what they want. "When you provide that avenue or reward when the action is complete, they tend to do that action," he says.

Getting to know the little people
Getting to know your staff will do more than help you find out what "carrot" will make them get on the stick. Acknowledging an employee's existence will also make a huge difference in that person's loyalty and productivity. Recognize your staff as people -- not just stepping stones on your way to the big corner office. Otherwise, those stepping stones have a way of becoming stumbling blocks.

"It's a tough job, but I really believe bosses could have it made if they cultivate relationships in the workplace," says Lynn.

"People need to feel valued and that they are making a difference not only in their work, but in the way they spend their time," says Manning.

Outlaw also recommends a sincere concern for employees, from a professional standpoint and as a human being. Obviously, a workplace can't be all fun and games, but it can be positive, where people's contributions are honored and rewarded, says Outlaw.

The tough stuff
One of the not-so-fun duties of the top dog is responsibility. If the sales quota or project deadline isn't met, a good boss acknowledges his or her culpability. Outlaw advises, "A good boss takes the blame for the problems and gives those who contributed credit for successes."

However, sometimes you've got to be ... well, the boss. Lynn explains, "Part of being a good boss is holding workers accountable." Everyone's work responsibilities need to be clearly defined. And then the supervisor needs to make sure that everyone's fulfilling his or her share.

In other words, being a good boss is not letting employees get away with murder. If they really do commit murder, you could get charged with being an accomplice. If their offenses are less legally offending, but still a nuisance around the office, then a fair boss needs to enforce discipline. Don't let employees neglect their duties.

"The best way to handle it is to let the action precipitate the correction," advises Outlaw. "If someone comes in late, and gets started on their work late, then make them stay late to finish their work. Or come in early the next day to help the co-worker who had to do their work."

Communicating expectations can help you to avoid many conflicts and misunderstandings. Many of the challenges of disciplining a wayward staff member can be eased with a reference back to clearly stated expectations, says Jeary.

Be a bear
Our final tip comes from Linda A. Olson, executive director of communications at Eastern College in St. Davids, Pa. She made an analogy of a good boss from the children's story "Goldilocks and the Three Bears." She says:

"Don't be too hard -- reserve your criticisms for situations that really demand them."
"Don't be too soft -- be lavish in your praise only if it's sincere, and enforce basic rules of conduct."
"Be just right -- provide valuable feedback on a daily basis."
"Be protective of your staff. Let them know that you support them and value them as people. Stand up to others in the organization when they treat your staff unfairly."

Then you and your staff can live happily ever after.


How to be a good boss
By Cynthia Brodrick • Bankrate.com Someone left you in charge. Now what? Well, don't get drunk on the power, buddy. You're only as strong as the support you get from your staff. It's a breeze sitting around and griping about stupid decisions made by the boss. In frustration, we've all fantasized, "Now, if I were in charge, things would be different around here." Well, one step up that career ladder, and there you are -- king of the world, or maybe a department, or at least a staff of one. You're the head honcho -- that means you know better than the rest of the crew, and you'll whip them into shape no matter what it takes, right? Special skills: Good boss from day one Earn those stripes Don't beat them, motivate them Getting to know the little people The tough stuff Be a bear Not so fast -- a 1996 Gallup poll revealed that the actions of supervisors or managers are the most common cause of workplace anger. Other causes are not being productive, tight deadlines, a heavy workload and being treated badly, all of which are also a reflection of management. "There are so many jobs out there that people don't have to work in an environment they don't like," warns Wayne Outlaw, the South Carolina-based author of "Smart Staffing: How to hire, reward and keep top employees in your growing company." So if you pull the tyrant routine, you'll just foster the seeds of your destruction with staff turnover and a staff that turns on you. Perhaps you'd better forget the vinegar and try a sweeter attitude. If you want to further your career and just plain have a nice working environment, be prepared to practice a few special skills. Good boss from day one When you're a brand-new boss, there's nothing like getting started on the right foot -- whether you were hired in or promoted from the ranks. Everyone will be wondering how much of a doofus you're going to be and how much he or she can get away with. Step right up to the plate and show 'em what you got -- in a team player kinda way. "Acknowledge the good work that's already been done," says Dave Nielson, senior consultant at Implementation Management Associates, an international consulting firm specializing in implementing change. He suggests you find out what the "operating norms" of the group are before you go stomping around changing things. Ask the employees what they think needs to be changed or improved. Then communicate your expectations, work style and goals for your staff. Don't just take over and force your ideas -- good or not -- on the staff. Tony Jeary, CEO of Dallas-based High Performance Resources, Inc., agrees. Jeary coaches big-time bosses, such as car company CEOs, on how to succeed as leaders. From the first day, the new boss needs to clarify what the vision is and what the objectives are. Jeary says, "If it's clear, then people can adjust more quickly." Earn those stripes As boss, you're going to be expecting a little respect from the troops. Well, being in charge is not enough. You've got to respect and trust your staff. That's the only way you'll get them to respect and trust you. "You can demand obedience because of your rank, but you have to earn respect," explains Outlaw. So, how do you earn it? A lot depends on variables of your individual employees, type of work and workplace, but here are a few basic, good behavior tips to get you started: Do what you say you will. Listen to your staff. Be honest. Show gratitude. Recognize good work. Let your staff do what they were each hired to do. You can further guarantee a respectful and productive relationship with your employees by following the rest of the advice from our experts. Don't beat them, motivate them If ordering folks around was one of the things you expected to enjoy about being a boss, then you're reading the wrong article. However, if you're interested in inspiring your staff to new levels of achievement -- which will make you look pretty spiffy to your superiors -- learn to motivate. "It's not about being in charge. It's about being a leader," says Adele Lynn, author of "In Search of Honor" and owner of Lynn Learning Labs in Belle Vernon, Pa. She recommends helping workers figure it out for themselves. "You need to help, nurture and inspire." Rather than be a dictator, a manager needs to be more a facilitator, making it possible for the workers to do their work, adds Marilyn Manning, a leadership skills trainer. The problem with bosses, according to Outlaw, is that they expect their staff to do things just like they would. Outlaw continues, "Everyone's motivated. They're just motivated to do different things." And for different reasons. Outlaw says find out what motivates each employee, then help them get what they want. "When you provide that avenue or reward when the action is complete, they tend to do that action," he says. Getting to know the little people Getting to know your staff will do more than help you find out what "carrot" will make them get on the stick. Acknowledging an employee's existence will also make a huge difference in that person's loyalty and productivity. Recognize your staff as people -- not just stepping stones on your way to the big corner office. Otherwise, those stepping stones have a way of becoming stumbling blocks. "It's a tough job, but I really believe bosses could have it made if they cultivate relationships in the workplace," says Lynn. "People need to feel valued and that they are making a difference not only in their work, but in the way they spend their time," says Manning. Outlaw also recommends a sincere concern for employees, from a professional standpoint and as a human being. Obviously, a workplace can't be all fun and games, but it can be positive, where people's contributions are honored and rewarded, says Outlaw. The tough stuff One of the not-so-fun duties of the top dog is responsibility. If the sales quota or project deadline isn't met, a good boss acknowledges his or her culpability. Outlaw advises, "A good boss takes the blame for the problems and gives those who contributed credit for successes." However, sometimes you've got to be ... well, the boss. Lynn explains, "Part of being a good boss is holding workers accountable." Everyone's work responsibilities need to be clearly defined. And then the supervisor needs to make sure that everyone's fulfilling his or her share. In other words, being a good boss is not letting employees get away with murder. If they really do commit murder, you could get charged with being an accomplice. If their offenses are less legally offending, but still a nuisance around the office, then a fair boss needs to enforce discipline. Don't let employees neglect their duties. "The best way to handle it is to let the action precipitate the correction," advises Outlaw. "If someone comes in late, and gets started on their work late, then make them stay late to finish their work. Or come in early the next day to help the co-worker who had to do their work." Communicating expectations can help you to avoid many conflicts and misunderstandings. Many of the challenges of disciplining a wayward staff member can be eased with a reference back to clearly stated expectations, says Jeary. Be a bear Our final tip comes from Linda A. Olson, executive director of communications at Eastern College in St. Davids, Pa. She made an analogy of a good boss from the children's story "Goldilocks and the Three Bears." She says: "Don't be too hard -- reserve your criticisms for situations that really demand them." "Don't be too soft -- be lavish in your praise only if it's sincere, and enforce basic rules of conduct." "Be just right -- provide valuable feedback on a daily basis." "Be protective of your staff. Let them know that you support them and value them as people. Stand up to others in the organization when they treat your staff unfairly." Then you and your staff can live happily ever after.