If so, good for you! In either case, here's a chance to see if you know the answers to ten questions related to what great bosses know. I drafted this quiz with a combination of serious purpose and a little fun. The questions are multiple choice, and there's really only one right answer for each one.
So, let's see how you do. The ten questions are below -- along with a link to the correct answers along with lots of other resources for you on each of the topics in the questions.
The Great Bosses Quiz:
1. The most effective feedback from managers to employees is:
a. Serious and scary
b. Specific and sincere
c. Sweet and sour2. Emotional Intelligence is:
a. Essential to effective leadership
b. A touchy-feely waste of time
c. An unreleased single by Hall & Oates3. Micromanagers are:
a. Shorter than average managers
b. Rarely appreciated by staff and likely to impede employee growth
c. Beloved by all4. Managers who are good coaches for staff know their most important tool is:
a. The question
b. The whistle
c. The deep breathing exercises5. Everyone likes money. But it’s important for managers to understand that motivation involves much more than extrinsic rewards like cash. Especially important are intrinsic motivators such as:
a. Envy, greed, sloth and gluttony
b. Happy, Sleepy, Grumpy and Dopey
c. Competence, autonomy, purpose and growth6. When managers apologize, they:
a. Sound like wimps
b. Should spread the blame around
c. Gain respect for holding themselves accountable7. Performance management succeeds when supervisors:
a. Set clear expectations and priorities and provide ongoing feedback
b. Leave employees alone to figure things out
c. Use fear and humiliation to keep people on their toes8. Change initiatives often fail because of:
a. Employees who are too lazy to change
b. Bad luck
c. Ineffective leadership regarding the education, emotion, motivation, collaboration and communication involved in change9. To build a strong, cohesive team, managers should:
a. Emphasize shared values and goals, build trust and reinforce cooperation
b. Order people to get along or else
c. Identify enemies in other departments and gang up on them10. People become great bosses by:
a. Strategically sucking up to powerful people
b. Getting an MBA from an impressive school
c. Using their values, skill, power and influence to help others succeed
Think you have the right answers? Click here to the full column on Poynter.org to find out!
Interestingly, the stats we receive on those downloads indicate that the podcast listeners come from across the world. In fact, only about half of the downloads come from the United States. Clearly, the desire to be a great boss is universal!
The podcasts are free, and that certainly adds to their appeal. But what I hear from listeners is that they appreciate several things about them:
- The practical topics. I share tips about issues that managers face each day.
- The brevity. Typical episodes run between 3 and 5 minutes. I've been told by listeners that I often ride to work with them in their cars, or jog along with them on a run. The concise episodes work well for busy people.
- The optimistic but realistic advice. I think management can be a challenging, frustrating and often lonely endeavor. But because I also believe management can be an absolutely joyful mission as leaders help others do their best work.
My favored form of management training will always be face-to-face, so it can involve customization and coaching for each participant. I know from evaluations of the many workshops I lead that people truly value the ability to get individualized feedback.
But if that's not a reality for you today, feel free to take advantage of the "What Great Bosses Know" podcasts and the book "WORK HAPPY: WHAT GREAT BOSSES KNOW."
You can also check out the book's Facebook page, where I curate and share worthwhile readings on leadership and management and update it regularly.
At the end of the seminar, I mentioned to a colleague how energized I was by the group. There was an optimism in the room that was undeniable. It was a special mindset -- refreshing in these days of downsizing, changing demands and tight budgets. The more I thought about it, the more I was inspired to write, so I could encourage veteran managers to recapture an essential part of the new manager mindset. Here's a link to that column and podcast on Poynter.org.
Hope you enjoy it! Let me know what you think.
- A supervisor who cares
- Sincere and specific praise and feedback
- A supportive and fair workplace culture