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The Pointy-Haired Boss Alter Ego

September 28th, 2010 by Moti Karmona | מוטי קרמונה · 1 Comment

Robert (Bob) Sutton wrote insightful post about “Good Bosses” which I feel it worth more than just a tweet

With an evidence-based (experience studying and consulting to managers in many settings) approach he have identified a list of key beliefs that are held by the best bosses — and rejected, or more often simply never even thought about, by the worst bosses.

Here are the half dozen I liked most, you can read the rest (+ dedicated post on each one) on his HBR blog post.

  • I have a flawed and incomplete understanding of what it feels like to work for me.
  • My job is to serve as a human shield, to protect my people from external intrusions, distractions, and idiocy of every stripe — and to avoid imposing my own idiocy on them as well.
  • I aim to fight as if I am right, and listen as if I am wrong — and to teach my people to do the same thing.
  • Innovation is crucial to every team and organization. So my job is to encourage my people to generate and test all kinds of new ideas. But it is also my job to help them kill off all the bad ideas we generate, and most of the good ideas, too.
  • How I do things is as important as what I do.
  • Because I wield power over others, I am at great risk of acting like an insensitive jerk — and not realizing it.

@Bob, very insightful – Thanks!

By the way, just added his new book “Good Boss Bad Boss” to my Delver Wish-List… please feel more than free to surprise me ;)

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Random Quote“my comprehension can only be an infinitesimal fraction of all I want to understand” | Ada Lovelace (a.k.a. the *first* programmer)

Tags: Leadership · Management · People

1 response so far ↓

  • 1   Vivek Sagi // Sep 28, 2010 at 10:50 pm

    Interestingly enough I was debating the same topic last week and I subscribe to the ‘Andy Grove’ school of thought on this:

    A good boss is one who hires people smarter than him/her, is not threatened by their intelligence, nurtures their ambition and measures himself by the leveraged output he is able to achieve via his team.

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