Book Titles

Despite the horseshit spewed out by too many management gurus, there are no magic bullets, instant cures, or easy shortcuts to becoming a great boss. Anyone who tells you otherwise is a liar.

The best bosses succeed because they keep chipping away at a huge pile of dull, interesting, fun, rewarding, trivial, frustrating, and often ridiculous chores.

The success or failure of every boss hinges on how well or how badly he or she navigates these vexing and all-too-human relationships.

…having a good boss decreases your chances of getting a heart attack.

Employees’ immediate bosses have far more impact on engagement and performance than whether their companies are rated as great or lousy places to work.

…research shows that good bosses are especially crucial to employee performance in otherwise lousy workplaces.

…people do not quit organizations, they quit bad bosses. – Robert Hogan

In businesses where a higher proportion of employees report that their immediate bosses care about them, employee satisfaction, retention, and productivity are higher, and so is profitability.

The ways that senior leaders treat direct reports create numerous other ripple effects that travel down and across the hierarchy, shaping a company’s culture and performance.

If you are a boss, the beliefs and assumptions you hold about yourself, your work, and your people shape what you do every day and how you (and others) judge if things are going well or badly.