Five Things GREAT Bosses Do Daily

Guest post
from S. Chris Edmonds:

Every morning, your team members rally themselves to come to work. Some
are enthused about what they’ll experience that day. They feel trusted,
honored, and respected. They’re optimistic about what they’ll learn, how they’ll
partner with peers, how they’ll contribute to customers’ quality of life that

Those team members don’t have to work hard to rally themselves.

Other team members are not enthused about what they’ll experience in your
team’s work environment. They might feel it’s much more likely they’ll be
demeaned and discounted than trusted or respected at work that day.

Those team members have to rally themselves hard to get into work.

If your workplace culture doesn’t treat team members with trust, respect,
and dignity in every interaction, you’ve got work to do. You need to embrace
the best practices of GREAT bosses.

Over 30 years of research and experience have helped me identify these
five best practices that help GREAT bosses craft high performing,
values-aligned teams. These practices are easily remembered – they form the
acronym GREAT.

GREAT bosses
inspire GROWTH
. They create avenues for team members to learn new
approaches, develop new skills, and gain confidence to put those
skills into action in the workplace. They don’t allow team
members’ skill sets to stagnate. GREAT bosses help team
members continually boost their contribution and value to the

GREAT bosses
. They know that positive relationships
based on shared values create mutual trust and respect in the workplace.
They create and maintain positive relationships with team members and
expect the same among team members. They act to maintain a safe,
inspiring, productive workplace so employees feel valued and honored at
work. GREAT bosses know that trust and respect is a fragile state; it must be
tended and monitored daily.

GREAT bosses
. They set clear performance expectations and
coach team members to exceed them, every time. High standards met
consistently help differentiate the team’s contribution to the company and to
their customers. They must create a work environment that enables
team members to apply their knowledge and skills in service to the
team’s performance standards.

GREAT bosses
.  They know that consequence
management is the avenue to high performing, values-aligned teams. They
praise and encourage progress & accomplishment of both goals and
valued behaviors. They redirect and, if needed, reprimand values
mis-aligned behaviors and/or missed performance standards.

GREAT bosses
. They know that cooperative interaction among team
members maintains trust and respect more than competitive interaction
does. They align all players to norms that enable sharing of information,
skills, and support across their team. They hold teams and team members to
high standards, not just for performance but for citizenship, as well.

By embracing these best practices, you can create a safe, inspiring,
productive work environment that team members thrive in – and love being a part

How well does your current boss model these best practices? Add your
comments below.

S. Chris
 is a sought-after speaker, author, and executive consultant. After
a 15-year career leading successful teams, Chris founded his consulting
company, The
Purposeful Culture Group,
 in 1990. Chris has also served as a senior
consultant with The Ken Blanchard Companies since 1995. He is the author or
co-author of seven books, including Amazon best sellers The Culture Engine and Leading
At A Higher Level
 with Ken Blanchard. Learn from his blog posts,
podcasts, assessments, research, and videos at
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