Bosses come in all forms and types. While the most basic definition of a boss is “the person in charge,” not all bosses are created equal, if you will. By far, the most common type of boss is the standard, inoffensive “just doing my job” boss. They faithfully carry out their administrative duties, hire and fire people as needed, and settle into their niche of maintaining the status quo harmoniously within the organization. They don’t negatively impact their people, but they don’t necessarily leave a memorable mark on their lives either. This standard type of boss is somewhere in the middle of the bell curve, and of course there’s nothing wrong with this. But it is when we get to the outer edges of that bell curve, that’s when things get interesting. On the edges is where you find the outliers or archetypal bosses, both good and bad, and that’s what I’d like to explore briefly today.
When I first started my professional career as an entry level engineer at a manufacturing plant, my operations manager—my boss’s boss that is—was well-known as someone who made things happen. He had been plateaued at his level in the organization for quite some time, but rumors circulated that apportioned him with more clout than most of his superiors. I later learned that he had made a name for himself in start-ups, which he had led by spurring people into action and making things happen in the short-term, but he was not necessarily known for leading ongoing operations where he had to put sustainable systems in place and demonstrate consistent leadership behaviors. I’m sure we all know a leader or two like that!
I know that I promised that we would be back to our regularly schedule blog posts this week, but I couldn’t shake the feeling that there was still a bit more to elaborate on regarding the topic of my previous post, i.e. “How Not to Be a Leader.” If you haven’t already, I recommend that you read that post before this one, because this is a direct continuation under the assumption that readers are familiar with the ideas discussed previously. With that said, this is intended to be more of an addendum to my previous post, rather than the second part in earnest, and so it will (hopefully) be a slightly more focused treatment of a few more elements of not being a leader. Without further ado, let’s get into it.
I’m pleased to say that this week’s guest post is written by a member of The Ghannad Group other than myself, namely Naveed Ghannad. Naveed serves as our Director of Insight Development and has been instrumental in improving the quality of our content and making massive contributions to the conceptual development of our upcoming projects, and will be the co-author of our upcoming book, scheduled to be released in January 2018. Naveed also produces our podcasts and leads many projects such as The Transformative Leader e-book, available on Amazon, and our forthcoming audiobook. Naveed graduated cum laude with honors from Colgate University with degrees in Religion and Asian Studies, and he most recently worked as an assistant teacher at an international Montessori school before joining The Ghannad Group. There is much more I can say about his talents, but I should stop bragging about my son and let you get to his post, which I personally enjoyed reading and learned a more than a few things from.