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The watcher watched

Companies and corporations often suffer in the long term by perpetuating
the one-time strengths that have become weaknesses in a volatile market.
Where a superior boss has become the role model for all time, problems
often arise. You need to study your boss and to be aware that the smartest
people in your group are studying you. This is essential if you are to iden-
tify and adopt your best bosses’ strengths while they are strengths and to
adapt your behaviour to changing circumstances.

n What are your bosses’ aims and values?

– Which do you share?

– Which do you find difficult to adopt?

– Why?

– What is your best strategy in respect to that value?

n Should you discuss with your boss any inappropriate behaviours to
which it gives rise?

– Should you simply create a counterbalance within your team to
reduce the effect of any inappropriate behaviours without
directing explicit or implied criticism of your boss?

What is your personal definition of “loyalty”?

– Where does your primary loyalty lie? (To the firm? To your
team? To your boss? To yourself and your career? To your
family? To your friends? Think it through carefully. Research by
Lickert some years ago showed that a career in management
invariably makes you the “man or woman in the middle”,
subject to conflicting loyalties and expectations. Sooner or later
you have to be clear on how you choose to handle these conflicts
if you want to sleep at night.)

n How does your boss measure your performance?

n How does he or she measure himself or herself?

– Is he or she consistent?

– Does any inconsistency affect the performance of you or your
team?

n Who does your boss admire?

– What do you think of his or her heroes?

n What is his or her leadership style?

– Is he or she an autocrat demanding unquestioning obedience?

– Does he or she take a democratic approach expecting you and
your team to share values and goals and go after them the best
way that you know how?

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