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How to Be a Great Boss
If your employees brought their "A-Game" to work every day, what would it mean for your company's performance?Studies have repeatedly shown that the majority of employees are disengaged at work. But it doesn't have to be this way. Often, the difference between a group of indifferent employees and a fully engaged team comes down to one simple thing-a great boss.In How to Be a Great Boss, Gino Wickman and Rene' Boer present a straightforward, practical approach to help bosses at all levels of an organization get the most from their people. They share time-tested tools that have worked for more than 30,000 bosses in every industry. You can learn to be a great boss-and dramatically improve both your organization's performance and your team's excitement about their work.In this book you will to surround yourself with great peopleHow to make more effective use of your timeThe difference between leadership and management and why they're equally importantThe five leadership practices and five management practices of all great bossesHow to create accountabilityHow to develop productive, relationships with each of your peopleHow to deal with direct reports that don't meet your expectationsHow to Be a Great Boss provides practical tools that you can apply immediately with your people, allowing you to focus on improving and growing your organization and truly enjoy what you do.
180 pages, Kindle Edition
Published September 13, 2016
628 people are currently reading
2338 people want to read
About the author
Gino Wickman
28 books290 followersAn entrepreneur since the age of 21, Gino has always had an obsession for learning what makes businesses and entrepreneurs thrive.
At 25, Gino took over the family business, which was deeply in debt and in need of help. After turning the company around and running it for seven years, he and his partners successfully sold the company.
Gino then set out to help entrepreneurs and leaders get what they want from their businesses.
At 25, Gino took over the family business, which was deeply in debt and in need of help. After turning the company around and running it for seven years, he and his partners successfully sold the company.
Gino then set out to help entrepreneurs and leaders get what they want from their businesses.
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Displaying 1 - 30 of 162 reviews
August 30, 2017
After reading Traction, I decided I wasn't a huge fan of Gino Wickman's writing. So then the obvious thing to do is read more of his books and see if I change my mind. I did that, and it didn't change my mind. Now I am almost done with all of his books and have a need to just wrap them all up so I can say I have done so.
How to be a Great Boss is really just meh.
Like I get it, EOS EOS EOS. Want to be a great boss? NO PROBLEM, FOLLOW EOS. Business not profitable? Easy peasy, EOS that up. Life got ya down? Bet you could make an issue list for that!
The narrator of the version on Audible is the same guy from Leadership and Self Deception, who I find super entertaining as a narrator, so that was fine. But the content is just boring. It's basically just another version of traction from the perspective of a manager.
I really don't think he ever intended on one person reading all of these books, so I get why they all existing, but that won't stop me griping about them.
How to be a Great Boss is really just meh.
Like I get it, EOS EOS EOS. Want to be a great boss? NO PROBLEM, FOLLOW EOS. Business not profitable? Easy peasy, EOS that up. Life got ya down? Bet you could make an issue list for that!
The narrator of the version on Audible is the same guy from Leadership and Self Deception, who I find super entertaining as a narrator, so that was fine. But the content is just boring. It's basically just another version of traction from the perspective of a manager.
I really don't think he ever intended on one person reading all of these books, so I get why they all existing, but that won't stop me griping about them.
October 22, 2024
I had to read this for work and started highlighting all of the things I absolutely disagreed with, like this gem:
Page 37. Quoting Good to Great: "We have the hardest working steel workers in the world. We hire five, work them like ten, and pay them like 8."
Love a book that reinforces paying hardworking employees less than they're worth....
Gave one star back because it at least gives some good, if not obvious, advice on how to improve communication and be an active listener to employees.
Page 37. Quoting Good to Great: "We have the hardest working steel workers in the world. We hire five, work them like ten, and pay them like 8."
Love a book that reinforces paying hardworking employees less than they're worth....
Gave one star back because it at least gives some good, if not obvious, advice on how to improve communication and be an active listener to employees.
November 16, 2017
Fantastic read with many applicable tools to apply if you have direct reports. They are straight forward and simple, monumental concepts that seem too easy to be that effective. A must read if you have anyone you are managing, leading and hold accountable.
November 14, 2025
Easy and actionable - especially worth the read for those new to leading and seasoned leaders will take away a few good tips and new ideas
December 18, 2024
In short, a good practical business book with lots of practical things to practice to be better. Take out some of the obvious ick with how some businesses view their employees and I would recommend
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April 1, 2025I had to read this for work lmao so you bet your ass I put it on my Goodreads and it counts towards this year’s goal. Work SMARTER not HARDER. The dork that wrote this book would probably be happy I said that or somethin
January 28, 2020
Хороший набор менеджерских и лидерских практик. Средний и малый бизнеc, системный подход, практично, четко сказано что делать
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June 25, 2025Required reading for leadership training at work haha.
February 17, 2022
Good book if you are new to the people management domain. The book is only about people management. "Boss", as the term which the author prefers to use referring to leaders and managers, shouldn't be only focused on people management, the book is not focused on business management, budget management, customer management, market competitive edges creation, ROI, KPIs, vision/mission, OKRs, execution follow up, change management, constant refocusing ...etc. It's only about people. The narrow view of the manager/leader (Boss) is incorrect. Worth reading for new people managers.
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October 6, 2025In "How to Be a Great Boss: Strategies to Help Your Employees Bring Their A-Game to Work", Gino Wickman and René Boer explore what it truly means to lead with purpose and confidence in today’s workplace. Many professionals carry titles like manager, director, or even CEO, yet the simple word 'boss' carries a unique weight. It signals accountability and authority - the responsibility to guide others toward success. Too often, people shy away from that title, preferring the softer terms of 'coach' or 'team leader,' but Wickman and Boer argue that being a boss is not about exerting control; it’s about embracing the duty of leadership and management in equal measure. The best bosses are not those who demand obedience but those whose teams willingly follow them. They build environments rooted in respect, trust, and motivation, knowing that while products and technologies can be replicated, a committed and inspired team cannot. This book lays out the practical steps, mindset shifts, and tools needed to become the kind of boss who not only drives results but helps people grow.
The authors begin by confronting a troubling workplace reality: most employees are not fully engaged in their jobs. Studies reveal that less than a third of workers show genuine enthusiasm for their roles, while more than half simply do the minimum, and a smaller group actively resists their organization’s goals. This disengagement costs businesses hundreds of billions of dollars annually. The cause, the authors argue, often lies in weak or unclear leadership. When employees don’t understand company goals, lack direction, or fail to see how their work connects to the bigger picture, the issue isn’t theirs alone - it’s the boss’s. Great bosses accept this truth. They recognize that their primary task is to create clarity, inspire effort, and remove confusion. Instead of blaming employees for poor performance, they take responsibility for improving communication, setting expectations, and ensuring everyone has the tools to succeed.
To lead effectively, Wickman and Boer introduce the concept of 'Get It, Want It, and Capacity.' A great boss must first 'get it' - meaning they naturally understand how the business operates, how people work best, and what drives results. They must 'want it' - a deep personal drive to lead, not simply a desire for authority or recognition. And finally, they must have the 'capacity' - emotionally, mentally, physically, and in terms of time - to do the job well. Without these three elements, leadership falters, and team morale suffers. The boss sets the tone for engagement. When leaders fully embody these traits, they inspire commitment rather than compliance, creating workplaces where people take pride in their contributions.
Another major challenge many bosses face is time management. Most feel overwhelmed by endless responsibilities and struggle to balance operational demands with the need to lead people. The authors propose a practical solution: a personal audit of all daily tasks. By categorizing activities into what energizes and aligns with one’s strengths versus what drains and distracts, leaders can pinpoint what to delegate. The key is to delegate not as an act of dumping unwanted work, but as an intentional strategy to empower others and free up space for high-value leadership. True bosses spend most of their time leading and managing people, not buried in routine tasks. Delegation and effective staffing go hand in hand - the boss must ensure that every team member is both the 'right person' (aligned with company values) and in the 'right seat' (a role that suits their skills and motivations). The authors emphasize that keeping someone who doesn’t fit either category damages both productivity and morale, while surrounding yourself with capable, value-driven colleagues elevates the entire organization.
A central formula in the book - 'Leadership + Management = Accountability' - captures the balance every great boss must strike. Leadership is about vision: setting direction, motivating others, and focusing on the big picture. Management, on the other hand, is about traction: turning ideas into reality through clear expectations, consistent communication, and disciplined follow-up. Many bosses excel in one and neglect the other. A visionary who fails to manage leaves chaos in their wake; a strong manager without leadership vision stifles innovation. The authors stress that both are essential for lasting accountability. When done well, leadership creates energy, and management channels it into results. In this sense, accountability isn’t enforced from the top - it grows naturally when employees understand where they’re going and feel supported in getting there.
Wickman and Boer also identify four fundamental truths about great bosses. First, excellence in leadership doesn’t require complexity; mastering a few key practices done consistently is far more powerful than juggling dozens of management theories. Second, authenticity matters more than style - whether you’re introverted or extroverted, stern or empathetic, the key is to be genuine. Third, great bosses care deeply about their people. They recognize that trust and loyalty stem from authentic concern, not corporate slogans. And finally, a great boss must have a sincere desire to grow. Leadership is not a fixed state; it’s a continuous process of personal and professional evolution.
From these principles flow ten practical habits - five for leadership and five for management. As leaders, bosses should: provide clear direction; equip people with the tools they need; give space for autonomy; act in the organization’s best interest; and take regular time to reflect. As managers, they should: set explicit expectations; communicate frequently and transparently; establish regular meeting rhythms; hold quarterly one-on-one conversations; and recognize or correct performance promptly. Practicing these ten habits doesn’t just improve productivity - it builds a culture of trust, accountability, and alignment where people know what’s expected and feel supported to deliver.
Among these habits, the quarterly conversation stands out as one of the book’s most transformative tools. Instead of relying on rigid annual reviews, Wickman and Boer recommend informal, face-to-face check-ins every 90 days. These talks revolve around two simple questions: what’s going well, and what needs to improve? By keeping communication ongoing, bosses prevent misunderstandings, catch problems early, and reinforce connection. These meetings also help identify common people challenges - the right person in the right seat who needs recognition, the right person in the wrong seat who might need a new opportunity, the wrong person in the right seat who meets metrics but disrupts culture, and the wrong person in the wrong seat who must move on. Addressing these situations promptly takes courage, but avoiding them drains team morale. A culture of honest dialogue ensures that everyone remains engaged, supported, and accountable.
Ultimately, "How to Be a Great Boss" argues that the greatest competitive advantage any organization has is its people - not its products, technology, or strategy. When leaders create clarity, model accountability, and genuinely care about their teams, they inspire commitment instead of compliance. The most effective bosses are those who combine vision with execution, empathy with firmness, and strategy with self-awareness. They don’t seek perfection but consistency, showing up every day with clarity, humility, and purpose. By embracing the responsibility of being the boss rather than avoiding it, you can transform not only your own effectiveness but the energy and performance of everyone you lead. In the end, as Wickman and Boer remind us, becoming a great boss isn’t about control - it’s about unlocking potential. When you step fully into that role, both you and your team can bring your A-game to work every single day.
The authors begin by confronting a troubling workplace reality: most employees are not fully engaged in their jobs. Studies reveal that less than a third of workers show genuine enthusiasm for their roles, while more than half simply do the minimum, and a smaller group actively resists their organization’s goals. This disengagement costs businesses hundreds of billions of dollars annually. The cause, the authors argue, often lies in weak or unclear leadership. When employees don’t understand company goals, lack direction, or fail to see how their work connects to the bigger picture, the issue isn’t theirs alone - it’s the boss’s. Great bosses accept this truth. They recognize that their primary task is to create clarity, inspire effort, and remove confusion. Instead of blaming employees for poor performance, they take responsibility for improving communication, setting expectations, and ensuring everyone has the tools to succeed.
To lead effectively, Wickman and Boer introduce the concept of 'Get It, Want It, and Capacity.' A great boss must first 'get it' - meaning they naturally understand how the business operates, how people work best, and what drives results. They must 'want it' - a deep personal drive to lead, not simply a desire for authority or recognition. And finally, they must have the 'capacity' - emotionally, mentally, physically, and in terms of time - to do the job well. Without these three elements, leadership falters, and team morale suffers. The boss sets the tone for engagement. When leaders fully embody these traits, they inspire commitment rather than compliance, creating workplaces where people take pride in their contributions.
Another major challenge many bosses face is time management. Most feel overwhelmed by endless responsibilities and struggle to balance operational demands with the need to lead people. The authors propose a practical solution: a personal audit of all daily tasks. By categorizing activities into what energizes and aligns with one’s strengths versus what drains and distracts, leaders can pinpoint what to delegate. The key is to delegate not as an act of dumping unwanted work, but as an intentional strategy to empower others and free up space for high-value leadership. True bosses spend most of their time leading and managing people, not buried in routine tasks. Delegation and effective staffing go hand in hand - the boss must ensure that every team member is both the 'right person' (aligned with company values) and in the 'right seat' (a role that suits their skills and motivations). The authors emphasize that keeping someone who doesn’t fit either category damages both productivity and morale, while surrounding yourself with capable, value-driven colleagues elevates the entire organization.
A central formula in the book - 'Leadership + Management = Accountability' - captures the balance every great boss must strike. Leadership is about vision: setting direction, motivating others, and focusing on the big picture. Management, on the other hand, is about traction: turning ideas into reality through clear expectations, consistent communication, and disciplined follow-up. Many bosses excel in one and neglect the other. A visionary who fails to manage leaves chaos in their wake; a strong manager without leadership vision stifles innovation. The authors stress that both are essential for lasting accountability. When done well, leadership creates energy, and management channels it into results. In this sense, accountability isn’t enforced from the top - it grows naturally when employees understand where they’re going and feel supported in getting there.
Wickman and Boer also identify four fundamental truths about great bosses. First, excellence in leadership doesn’t require complexity; mastering a few key practices done consistently is far more powerful than juggling dozens of management theories. Second, authenticity matters more than style - whether you’re introverted or extroverted, stern or empathetic, the key is to be genuine. Third, great bosses care deeply about their people. They recognize that trust and loyalty stem from authentic concern, not corporate slogans. And finally, a great boss must have a sincere desire to grow. Leadership is not a fixed state; it’s a continuous process of personal and professional evolution.
From these principles flow ten practical habits - five for leadership and five for management. As leaders, bosses should: provide clear direction; equip people with the tools they need; give space for autonomy; act in the organization’s best interest; and take regular time to reflect. As managers, they should: set explicit expectations; communicate frequently and transparently; establish regular meeting rhythms; hold quarterly one-on-one conversations; and recognize or correct performance promptly. Practicing these ten habits doesn’t just improve productivity - it builds a culture of trust, accountability, and alignment where people know what’s expected and feel supported to deliver.
Among these habits, the quarterly conversation stands out as one of the book’s most transformative tools. Instead of relying on rigid annual reviews, Wickman and Boer recommend informal, face-to-face check-ins every 90 days. These talks revolve around two simple questions: what’s going well, and what needs to improve? By keeping communication ongoing, bosses prevent misunderstandings, catch problems early, and reinforce connection. These meetings also help identify common people challenges - the right person in the right seat who needs recognition, the right person in the wrong seat who might need a new opportunity, the wrong person in the right seat who meets metrics but disrupts culture, and the wrong person in the wrong seat who must move on. Addressing these situations promptly takes courage, but avoiding them drains team morale. A culture of honest dialogue ensures that everyone remains engaged, supported, and accountable.
Ultimately, "How to Be a Great Boss" argues that the greatest competitive advantage any organization has is its people - not its products, technology, or strategy. When leaders create clarity, model accountability, and genuinely care about their teams, they inspire commitment instead of compliance. The most effective bosses are those who combine vision with execution, empathy with firmness, and strategy with self-awareness. They don’t seek perfection but consistency, showing up every day with clarity, humility, and purpose. By embracing the responsibility of being the boss rather than avoiding it, you can transform not only your own effectiveness but the energy and performance of everyone you lead. In the end, as Wickman and Boer remind us, becoming a great boss isn’t about control - it’s about unlocking potential. When you step fully into that role, both you and your team can bring your A-game to work every single day.
January 18, 2022
Practical application, but I liked it. I would definitely recommend this to college students about to start in the "real world."
A few key takeaways for me included:
• Core values is what drives the work culture
• Make your values mean something
• Do you use the same motivation to motivate every employee?
• Are you a box person or a people person?
• Delegate & Elevate
• If everyone was engaged at work thing about what you could achieve
• Develop people and improve their skills to help make them more marketable. Take
responsibility for your employees
• What is your definition of great people?
A few key takeaways for me included:
• Core values is what drives the work culture
• Make your values mean something
• Do you use the same motivation to motivate every employee?
• Are you a box person or a people person?
• Delegate & Elevate
• If everyone was engaged at work thing about what you could achieve
• Develop people and improve their skills to help make them more marketable. Take
responsibility for your employees
• What is your definition of great people?
February 2, 2019
Simple and effective strategies to lead people. The book is based on the EOS (Entrepreneurial Operating System), so works really well for those who are running that system. But even if you are not using EOS, these are great strategies.
The book covers common sense ways of actually doing leadership - not just theory. It covers how to delegate, hold people accountable, finding good people for the team, and dealing quickly with issues and challenges.
The best part is the use of quarterly conversations. Early on I do them weekly and then move to monthly and quarterly (depends on the team). But in a culture where people crave feedback and never get it - even in the annual review - the quarterly conversation is a game changer.
The book covers common sense ways of actually doing leadership - not just theory. It covers how to delegate, hold people accountable, finding good people for the team, and dealing quickly with issues and challenges.
The best part is the use of quarterly conversations. Early on I do them weekly and then move to monthly and quarterly (depends on the team). But in a culture where people crave feedback and never get it - even in the annual review - the quarterly conversation is a game changer.
May 1, 2023
There was the common theme of EOS, which I read in previous reviews, however, I thought it was a great read.
As someone who was actively looking for a simplistic read on how to better up my management skills, I really enjoyed how the book was laid out.
The tools, action items, and examples make me feel empowered to be a better leader.
As someone who was actively looking for a simplistic read on how to better up my management skills, I really enjoyed how the book was laid out.
The tools, action items, and examples make me feel empowered to be a better leader.
April 20, 2018
The anecdotal stories are, well, very anecdotal. But the authors' offer some decent advice.
March 3, 2023
Not especially insightful and there were a lot of checklists, which are difficult to appreciate in audio format.
March 23, 2023
Enjoying learning about EOS- lots of practical advice for leaders, managers and bosses.
June 13, 2023
The title says it all : this book teaches you how to be a better boss. I loved the great tools and concrete examples given by the authors. I would definitely recommend it to anyone who manages people.
February 25, 2024
As part of the Traction series, this book is critical on how to be the best version of a boss you can be.
April 9, 2024
This is my 2nd time reading this book and I enjoyed it more this time.
Great pieces of wisdom and of strategies that I have taken to use with my team.
Great pieces of wisdom and of strategies that I have taken to use with my team.
September 9, 2024
Simple principles - clear to the point.
November 25, 2024
Really helpful book. The tie-ins to the larger EOS system were helpful, but there's a lot here that managers will find useful whether they use the larger EOS system or not.
September 16, 2023
Go with the other books in the series.
February 26, 2025
Some good points in here. This is no Kristin Hannah book tho so can’t possibly get more than 3 stars
May 13, 2022
I liked how well this book gets to the essential principles and practices necessary for leading people. It prescribes a system, some of which I found a bit formulaic in directions that didn’t completely resonate with me. That observation is from someone with decades of experience. A tenured manager could easily adapt much of this book, adding their own approach. A new leader would do well to follow the author’s system fully.
dnf-or-set-aside-for-now
February 13, 2017This book was required reading for one of my MLIS courses (Achieving Organizational Excellence). Filled with pithy platitudes, I did not really get a lot out of it. Basically, what I learned was "Lead, follow, or get out of the way." (I tried to look up who actually said that, but it was not all that clear - Gen Patton, Thomas Paine, etc.)
The book states that it is different from other leadership or management books because of "its practical application and immediate impact." Hmmm... I'm not so sure about that. There are many anecdotal examples, but it's not all that different from other rah-rah management books I've
read. (I do have two management degrees.)
interesting quotes:
In order to fill the role of being a great boss, you must:
"1. Get it - have the aptitude , natural ability, and thorough understanding of the ins and outs of the job;
2. Want it - sincerely desidre the role;
3. Have the Capacity to do it - possess the emotional, intellectual, physical, and time capacity to do the job. (pp. 10-11)
The book states that it is different from other leadership or management books because of "its practical application and immediate impact." Hmmm... I'm not so sure about that. There are many anecdotal examples, but it's not all that different from other rah-rah management books I've
read. (I do have two management degrees.)
interesting quotes:
In order to fill the role of being a great boss, you must:
"1. Get it - have the aptitude , natural ability, and thorough understanding of the ins and outs of the job;
2. Want it - sincerely desidre the role;
3. Have the Capacity to do it - possess the emotional, intellectual, physical, and time capacity to do the job. (pp. 10-11)
December 4, 2016
This is some of the same materials found in Traction but presented with a focus on how the EOS tools can make someone a better manager. Like Traction, though, it has the same prescriptive, quantitative, unimaginative style. I don't think being a good boss can be achieved with a few tools, some self ratings and a regimented process. To an extent, good bosses are born, not made. Just following a "process" won't turn you into a people person with a high EQ who can understand and motivate people.
Read
November 24, 2024I ended up choosing this book right when a new movie had come out called, "Afraid". I had the book before I watched the movie and had not started reading it yet. Watching the movie is not what made me read it, I hadn't finished the other book I was reading. But it made me laugh after watching the movie. Because one of the lines in the movie that stuck out to me most was this, "You know what a boss is in a video game? said by Keith Carradine. The answer he gave in the movie which is his next line, "It's the monster you have to kill before you get to the next level. It made me laugh since this book is supposed to tell you how to be a good, boss. I'm thinking, so I can just be defeated by the direct report to take my spot.
The back of the book presents you with a question on if your employees brought their "A-Game" to work every day, what would it mean for your company's bottom line? This answer I give now is before I read the book. It means our company would be extremely successful and all employees are happy with their Great Bosses. After reading the book, my answer is still the same, only I would add that if every one always brought their "A-Games", not only would the company have Great Bosses so to speak, but every one would also possibly also be bosses with no direct reports. Because that is what some people strive to do, to become the next boss and move up. This book teaches you how to deal with employees that do not meet your expectations. I also feel as a Great Boss, you should never had to 'deal' with people that are under performing. You manage people. Dealing with people usually indicates in most cases you don't want to do the thing that needs to be done, but it has to be done. You work with them as the book teaches you, to try and find the root cause of the situation. Sometimes though as this book describes, you sometimes get a person that does not care, and therefore you have to eliminate that person as they can become toxic. In this book there is a topic on understanding "want it", how no one talked you into it or begged you to take it the boss position. I disagree because we all know that sometimes people are talked into taking and doing things they really do not want to by bribes, such as money or some other type of reward on top of money. We all know how much it costs to hire someone and train them and it is better to promote someone most times within the company as they already know the company, the Core Values, the processes and procedures and tools provided to get the needed tasks completed. My question is, why are under performing bosses still bosses? This book does provide lots of good insights, tips and tricks and instruction on how to be a better boss. The book also provides good examples with statistics. Another idea mentioned in this book is to not give into the watered-down title such as team leader, but then in the beginning of this book recommends a book called Get a Grip which is for leadership teams. I find that a bit conflicting. This is definitely a good book for a beginner boss that needs some guidance into their new role. Even a good refresher for a seasoned boss, to be reminded on how to be a Great Boss. Sometimes a seasoned boss believes they know what they are doing and does not need any improvement, which makes them a not-so-good-boss anymore. This book mentions that the journey to being a Great Boss is not easy. But anything worth it is not easy. Anything in life is difficult, otherwise as I always tease my other half, if everything was easy, we would all be rich, famous and rockstars. Anything worth it always is a challenge and must be constantly monitored, looking for improvement and how to better the situation. I'm not saying you should never be content, but sometimes in life when things become content, they become stagnant.
Final words, again - definitely good book.
The back of the book presents you with a question on if your employees brought their "A-Game" to work every day, what would it mean for your company's bottom line? This answer I give now is before I read the book. It means our company would be extremely successful and all employees are happy with their Great Bosses. After reading the book, my answer is still the same, only I would add that if every one always brought their "A-Games", not only would the company have Great Bosses so to speak, but every one would also possibly also be bosses with no direct reports. Because that is what some people strive to do, to become the next boss and move up. This book teaches you how to deal with employees that do not meet your expectations. I also feel as a Great Boss, you should never had to 'deal' with people that are under performing. You manage people. Dealing with people usually indicates in most cases you don't want to do the thing that needs to be done, but it has to be done. You work with them as the book teaches you, to try and find the root cause of the situation. Sometimes though as this book describes, you sometimes get a person that does not care, and therefore you have to eliminate that person as they can become toxic. In this book there is a topic on understanding "want it", how no one talked you into it or begged you to take it the boss position. I disagree because we all know that sometimes people are talked into taking and doing things they really do not want to by bribes, such as money or some other type of reward on top of money. We all know how much it costs to hire someone and train them and it is better to promote someone most times within the company as they already know the company, the Core Values, the processes and procedures and tools provided to get the needed tasks completed. My question is, why are under performing bosses still bosses? This book does provide lots of good insights, tips and tricks and instruction on how to be a better boss. The book also provides good examples with statistics. Another idea mentioned in this book is to not give into the watered-down title such as team leader, but then in the beginning of this book recommends a book called Get a Grip which is for leadership teams. I find that a bit conflicting. This is definitely a good book for a beginner boss that needs some guidance into their new role. Even a good refresher for a seasoned boss, to be reminded on how to be a Great Boss. Sometimes a seasoned boss believes they know what they are doing and does not need any improvement, which makes them a not-so-good-boss anymore. This book mentions that the journey to being a Great Boss is not easy. But anything worth it is not easy. Anything in life is difficult, otherwise as I always tease my other half, if everything was easy, we would all be rich, famous and rockstars. Anything worth it always is a challenge and must be constantly monitored, looking for improvement and how to better the situation. I'm not saying you should never be content, but sometimes in life when things become content, they become stagnant.
Final words, again - definitely good book.
This entire review has been hidden because of spoilers.
April 5, 2024
Discover the Secrets to Being a Great Boss!
Overall, I found "How to Be a Great Boss" by Gino Wickman and René Boer to be very insightful. As someone who appreciated Wickman's previous works like "Traction" and "EOS," I had high expectations, and this book did not disappoint. One aspect I particularly liked was the simplicity of the four types of employee problems: right person, right seat; right person, wrong seat; wrong person, right seat; and wrong person, wrong seat. This framework really helps in evaluating whether employees are in the appropriate roles and what actions need to be taken if they are not.
Another standout point from the book is the emphasis on spending time with top-performing employees rather than focusing solely on underperforming ones. It's easy for bosses to get caught up in trying to fix problems, but Wickman rightly highlights that this can be detrimental to both the organization and its employees. Setting clear expectations and then allowing employees the space to do their work is also stressed, which I found helpful personally, as I tend to be hands-on.
The book provides numerous examples that illustrate these concepts effectively, making it easy to understand and apply them. Additionally, Wickman underscores the importance of regular communication through weekly, monthly, and quarterly meetings, which aligns with the principles of traction and EOS. These meetings serve as platforms for identifying and addressing issues promptly, ensuring they don't escalate.
I found the insights valuable for my own leadership development. I rely on my partnership within the business for certain aspects, but Wickman's book provided practical advice that I can apply to improve as a boss. Overall, I highly recommend "How to Be a Great Boss" to anyone looking to enhance their leadership skills.
Overall, I found "How to Be a Great Boss" by Gino Wickman and René Boer to be very insightful. As someone who appreciated Wickman's previous works like "Traction" and "EOS," I had high expectations, and this book did not disappoint. One aspect I particularly liked was the simplicity of the four types of employee problems: right person, right seat; right person, wrong seat; wrong person, right seat; and wrong person, wrong seat. This framework really helps in evaluating whether employees are in the appropriate roles and what actions need to be taken if they are not.
Another standout point from the book is the emphasis on spending time with top-performing employees rather than focusing solely on underperforming ones. It's easy for bosses to get caught up in trying to fix problems, but Wickman rightly highlights that this can be detrimental to both the organization and its employees. Setting clear expectations and then allowing employees the space to do their work is also stressed, which I found helpful personally, as I tend to be hands-on.
The book provides numerous examples that illustrate these concepts effectively, making it easy to understand and apply them. Additionally, Wickman underscores the importance of regular communication through weekly, monthly, and quarterly meetings, which aligns with the principles of traction and EOS. These meetings serve as platforms for identifying and addressing issues promptly, ensuring they don't escalate.
I found the insights valuable for my own leadership development. I rely on my partnership within the business for certain aspects, but Wickman's book provided practical advice that I can apply to improve as a boss. Overall, I highly recommend "How to Be a Great Boss" to anyone looking to enhance their leadership skills.
August 2, 2019
Your employees are your number one competitive advantage.
How would your employees describe you to their friends or family?
You cannot run from conflict as this drives customers away. You must own it, confront it, and correct it.
DELEGATE AND ELEVATE:
Write down all the biz related activities you do in the course of a day, week, month. Be detailed.
Add any overlooked activities.
Place each activity into a quadrant. (love it and great at it, like it and good at it, don't like it and good at it, don't like doing it and not good at it.)
Examine boss related issues in each quadrant.
Delegate those bottom 3/4 quadrant.
Schedule 30 minute session with each team member once a month so they know they have your undivided attention.
Leading is just like having a string. When you pull it it will follow you but when you push it it goes nowhere.
You must keep your expectations incredibly clear. Then let them know now that your expectations are clear what expectations do they have of me?
Next you'll need to have ongoing communication to ensure your in sync.
Don't assume you know what's going on, simply ask.
Give positive accolades quickly, within 24 hours.
When getting correction, do not pile it on. Only have one to two points at a time otherwise the message is missed and it's ineffective.
Spend time with your top employees cultivating them. Most people spend time with their worst employees.
Ask your top employees what would you do differently to make us better?
How would your employees describe you to their friends or family?
You cannot run from conflict as this drives customers away. You must own it, confront it, and correct it.
DELEGATE AND ELEVATE:
Write down all the biz related activities you do in the course of a day, week, month. Be detailed.
Add any overlooked activities.
Place each activity into a quadrant. (love it and great at it, like it and good at it, don't like it and good at it, don't like doing it and not good at it.)
Examine boss related issues in each quadrant.
Delegate those bottom 3/4 quadrant.
Schedule 30 minute session with each team member once a month so they know they have your undivided attention.
Leading is just like having a string. When you pull it it will follow you but when you push it it goes nowhere.
You must keep your expectations incredibly clear. Then let them know now that your expectations are clear what expectations do they have of me?
Next you'll need to have ongoing communication to ensure your in sync.
Don't assume you know what's going on, simply ask.
Give positive accolades quickly, within 24 hours.
When getting correction, do not pile it on. Only have one to two points at a time otherwise the message is missed and it's ineffective.
Spend time with your top employees cultivating them. Most people spend time with their worst employees.
Ask your top employees what would you do differently to make us better?
August 7, 2024
**spoiler alert** This book was fine! I had to read it for a book club at work, and it was an easy read - got through it in a couple of hours while flying over the weekend. While there are some good messages and ideas in this book, I can't help but think about how some of this information/approaches don't apply well to the newer generation of people entering the workforce. There are some themes regarding employee commitment and dedication that come across as asking employees to have an unhealthy work-life balance to be seen as good employees at the company which feels unfair to me. That said, this is all just my personal opinion!
Again, I think there are super valuable themes in this book (e.g., GWC conversations and reflections), however, there were some examples and expectations that felt out of touch. If anything, it really opened my eyes to my own work place and the areas that we can be doing better as leadership staff as there were things in here that could be executed better in my own workplace. So, in that sense, the book did it's job! It's nice to read through to get a better understanding of what it takes to be a leader and where you're at in that process, so overall, I gave it a 3!
Again, I think there are super valuable themes in this book (e.g., GWC conversations and reflections), however, there were some examples and expectations that felt out of touch. If anything, it really opened my eyes to my own work place and the areas that we can be doing better as leadership staff as there were things in here that could be executed better in my own workplace. So, in that sense, the book did it's job! It's nice to read through to get a better understanding of what it takes to be a leader and where you're at in that process, so overall, I gave it a 3!
This entire review has been hidden because of spoilers.
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