What Good Managers Must Do

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One morning at the airport, I overheard an worker talking about her new boss. "He's a nice guy," she said. "He makes me feel good about working here."

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Like many employees, this young woman is more influenced by her boss's "soft" skills than his technical skills. His interpersonal skills were what mattered most: along with his ability to communicate, motivate and showing genuine concern. These interpersonal traits sway habitancy to decide to quit or stay. When a manager lacks these skills, or actively cultivates their hard-edged opposite, workers who have choices will jump ship or lower their productivity.

I experienced this myself when I went into the military service right after college. My boss was a special person--a great boss. An experienced veteran and a previous special military medic, he was the type of person who all the time put the needs of others before his own.

One night I pulled duty that required me to stay up all night on New Year's Eve. It was a night that seemed it would never end. I was tired and miserable. Saturday morning, when I still had any more hours to go, the phone rang. It was Joe, my boss. He asked if I had plans for lunch and that his wife had made something and wanted to bring it over to me. While I don't remember what food they brought over, it was a meal I never forgot.

That one small act of kindness showed me he cared. It taught me more about leadership than all the degrees and diplomas hanging on my wall. It confirmed the truth of the old military saying, "If you take care of your troops, your military will take care of you." It's still true today, no matter what kind of business you are in.

The older I get and the more I see reinforces that leadership techniques and fads turn with the times, but caring about individuals holds constant. Caring for habitancy can't be faked or replaced.

On the other hand, no manager should be a pushover. A caring manager must also be respected. He or she must be able to generate results.

Soon after my boss treated me to that special meal, he gave me the worst chewing out I'd ever had. I deserved it and did something to deserve it. It hurt more--and made a deeper impression on me--because of the respect I had for him. When you respect someone, you all the time value what he or she has to say.

Businesses that do a good job selecting, training, and developing their managers will enjoy higher productivity and lower turnover. While it's hard to quantum the impact soft skills have on productivity, I strongly believe an worker who feels good about working for a business or a boss will want to lead much more than the minimum proper level.

In the years I led people, I never met an "average" worker--only habitancy I saw the potential to come to be much better. I think it was normal Omar Bradley who said, "There are no such thing as bad soldiers, only bad leaders." Sure--the workplace has its share of problematic and difficult to conduct individuals. There are many bad managers. But what I observation is good managers are able to transform difficult habitancy into better people. Exceptional workers have exceptional managers as their leaders. The only discrepancy in the middle of the two groups is the ability of the leader.

I dream my first boss saw me as an "average" individual with a short attentiveness span, high maintenance, inexperienced, and scattered brained. Fortunately for me, he took the time to train and institute me, even though it often frustrated him. He was a true leader. He understood leadership of habitancy is a transformation process, and with the right tools and a willing attitude, he could make the transformation happen.

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