Coaching Tip: The Leadership Blog: Good Boss or Bad Boss?

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It can be challenging for high-level executives to improve their interpersonal skills.

We tend to believe the habits that have helped us rack up achievements in the past will continue to foster success in the future. But as the title of executive coach Marshall Goldsmith's book asserts, What Got You Here Won’t Get You There.

It’s natural for successful people to believe that what contributed to their past accomplishments will continue to work for them. They also assume that they can—and will—succeed, no matter what. “Just give me a goal, and let the games begin!” they think to themselves.

But when it comes to changing the way we interact with our peers and direct reports, we often fail to recognize the steps required for ongoing results.

Discovering What’s Wrong

Ask anyone who works about bosses, and you’ll hear ready recollections of the two types they’ve worked for: the ones they’ve loved and the ones they couldn’t wait to escape.

When asked for a list of defining qualities, most people identify the following attributes:¹

Good Boss	Bad Boss
Great listener	Blank wall
Encourager	Doubter
Communicator	Secretive
Courageous	Intimidating
Sense of humor	Bad temper
Shows empathy	Self-centered
Decisive	Indecisive
Takes responsibility	Blames
Humble	Arrogant
Shares authority	Mistrusts

According to Social Intelligence author Daniel Goleman, work groups in dozens of countries, across all professions, will produce similar lists. The best bosses are those who are trustworthy, empathic and who connect with us. They make us feel calm, appreciated and inspired. The worst bosses are distant, difficult and arrogant. They make us feel uneasy, at best, and resentful, at worst.