Traits Of A Great Boss

TalentSmart has conducted research with more than a million people, and we’ve found that the best bosses have a lot in common. In particular, 90% of them are skilled at managing their emotions in order to stay focused, calm, and productive. These folks have high emotional intelligence (EQ), a skill set that’s critical to achieving your dreams. It also happens to make them great to work for. It’s through a leader’s actions—what he or she does and says on a daily basis—that the essence of great leadership becomes apparent. Behavior can change, and leaders who work to improve themselves get results. While I’ve run across numerous effective strategies that great bosses employ, what follows are ten of the best. Some of these may seem obvious, but the real challenge lies in recognizing when you need to use them and having the wherewithal to actually do so. 1. They’re Composed Great bosses are composed because they constantly monitor their emotions, they understand them, and they use this knowledge in the moment to react to challenging situations with self-control. When things go downhill, they are persistently calm and frustratingly content (frustrating to those who aren’t, at least). They know that no matter how good or bad things get, everything changes with time. All they can do is adapt and adjust to stay happy and in control. 2. They’re Graceful Graceful people are the perfect combination of strong and gentle. They don’t resort to intimidation, anger, or manipulation to get a point across because their gentle, self-assured nature gets the job done. The word gentle often carries a negative connotation (especially in the workplace), but in reality, it’s the gentleness of being graceful that gives ultra successful leaders their power. They’re approachable, likeable, and easy to get along with—all qualities that make people highly amenable to their ideas. 3. They’re Knowledgeable Great bosses know more than others do because they’re constantly working to increase their self-awareness. They vow constant growth. Whenever they have a spare moment, they fill it with self-education. They don’t do this because it’s “the right thing to do”; they do it because it’s their passion. They’re always looking for opportunities to improve and new things to learn about themselves and the world around them. Instead of succumbing to their fear of looking stupid, truly exceptional people just ask the questions on their mind, because they would rather learn something new than appear smart. 4. They’re Honest Great bosses trust that honesty and integrity, though painful at times, always work out for the best in the long run. They know that honesty allows for genuine connections with people in a way that dishonesty can’t and that lying always comes back to bite you in the end. In fact, a Notre Dame study showed that people who often lied experienced more mental health problems than their more honest counterparts. 5. They’re Deliberate Great bosses reach decisions by thinking things out, seeking advice from others, and sleeping on it. They know that (as studies show) impulsively relying too much on gut-instinct is ineffective and misleading. Being able to slow down and logically think things through makes all the difference. 6. They Speak with Certainty It’s rare to hear great bosses utter things like “Um,” “I’m not sure,” and “I think.” Successful leaders speak assertively because they know that it’s difficult to get people to listen to you if you can’t deliver your ideas with conviction. 7. They Use Positive Body Language Becoming cognizant of your gestures, expressions, and tone of voice (and making certain they’re positive) draws people to you like ants to a picnic. Using an enthusiastic tone, uncrossing your arms, maintaining eye contact, and leaning towards the person who’s speaking are all forms of positive body language that super successful people use to draw others in. Positive body language makes all the difference in a conversation because how you say something can be more important than what you say. 8. They're Confident Successful leaders like to challenge themselves and compete, even when their efforts yield only small victories. Small victories build new androgen receptors in the areas of the brain responsible for reward and motivation. The increase in androgen receptors increases the influence of testosterone, which further increases their confidence and eagerness to tackle future challenges. When you achieve a series of small victories, the boost in your confidence can last for months. 9. They’re Fearless Fear is nothing more than a lingering emotion that’s fueled by your imagination. Danger is real. It’s the uncomfortable rush of adrenaline you get when you almost step in front of a bus. Fear is a choice. Exceptional leaders know this better than anyone does, so they flip fear on its head. Instead of letting fear take over, they are addicted to the euphoric feeling they get from conquering their fears. 10. They’re Grateful Ultra successful leaders know that it took a lot of ambition, passion, and hard work to get where they are in life. They also know that their mentors, colleagues, families, and friends all played a huge role in their success. Instead of basking in the glory of achievement, these leaders recognize others for the wonderful things they’ve done for them. Bringing It All Together These habits can make any of us more successful if we use them every day. Give them a try and see where they take you. Please share your thoughts in the comments section below, as I learn just as much from you as you do from me. ABOUT THE AUTHOR: Dr. Travis Bradberry is the award-winning co-author of the #1 bestselling book, Emotional Intelligence 2.0, and the cofounder of TalentSmart, the world's leading provider of emotional intelligence tests and training, serving more than 75% of Fortune 500 companies. His bestselling books have been translated into 25 languages and are available in more than 150 countries. Dr. Bradberry has written for, or been covered by, Newsweek, BusinessWeek, Fortune, Forbes, Fast Company, Inc., USA Today, The Wall Street Journal, The Washington Post, and The Harvard Business Review.  If you'd like to learn how to increase your emotional intelligence (EQ), consider taking the online Emotional Intelligence Appraisal test that's included with the Emotional Intelligence 2.0 book. Your test results will pinpoint which of the book's 66 emotional intelligence strategies will increase your EQ the most. Written by  ✓ Following Dr. Travis Bradberry Coauthor EMOTIONAL INTELLIGENCE 2.0 & President at TalentSmart

The Dangers of Power

One scholar shows how you can gain more power, and why you should be leery.

July 27, 2016|by Shana Lynch

Do you know how to manage your power?

If life focuses on the pursuit of happiness, work focuses on the pursuit of power. We angle for those promotions, negotiate for raises, or eye the corner office.  But success extends beyond pursuing power — we must also learn how to manage it, says Stanford GSB professor Brian Lowery.

“You have to be careful with power,” he says. “Think of it as fire. It’s useful, but it’s also dangerous.”

As part of a Stanford Executive Program course, he describes different sources of power, simple ways people can obtain more of it, and the fallbacks of mismanaging that power.

Sources of Power
Society naturally orders into hierarchy, Lowery says. Some is pre-established: We know from a business organizational chart who’s in charge. But hierarchy also develops quickly among complete strangers. How does one person in a group of strangers influence others? Lowery cites six sources of power.

-Reward: We give people what they want.
-Coercion: We use fear to get people to do what we want them to do.
-Information: We earn power when we know something others don’t.
-Legitimate: In formal legitimate power, we have power because we’re the CEO, for example, and our subordinates do what we tell them to do. For informal, consider how children have power over their parents because responsible parents must feed and take care of them.
-Expert: If we are the only engineer in a new organization, for example, we wield a lot of power.
-Referent: We gain power through fame, status, and charisma — people like us and want to follow us.

Reward and coercion are sometimes the least efficient, Lowery notes. Law enforcers coerce people by threatening jail, but they can only enforce that power through surveillance. That can be time-consuming and costly. And reward can backfire if goals aren’t aligned. If you offer more money to an engineer to encourage her to code faster, for example, you may get more code, but it may be worse quality. Her goal — to make more money — conflicts with your goal — to have more high-quality code.

Increasing Your Power
An easy way to increase the likelihood that people will perceive you as powerful is through dominance moves:

-Look large. When someone seems large or imposing, they seem more powerful. Take up more physical space.
-Gaze directly at others, especially while talking. Avoid tilting your head.
-Use strong hand gestures.
-Furrow your brows.
-Interrupt others.
-When something goes wrong, react with anger rather than sadness. Anger is seen as the more powerful emotion of the two.
-Speak loudly.
-Reduce interpersonal distance.  Walking into someone’s personal space is considered a high-power move.
-Physically connect with lower-powered people in an appropriate way.

Asymmetrical contact — the CEO patting you on the back, for instance — seems friendly and inviting, as well as powerful. This doesn’t work in reverse, however.

Managing Power
Power doesn’t always have a positive effect, Lowery says.  On the one hand, the powerful feel action-oriented, are less inhibited, and have heightened senses of optimism and control. But they’re also more likely to see people as tools and lack perspective outside their own.

You have to be careful with power. Think of it as fire. It’s useful, but it’s also dangerous.
Brian Lowery

“When you put these together, you can get inappropriate behaviors as a function of power,” he says. The powerful might rely on their own sense of morality in a decision, but if they’re already less inhibited and more inclined to think optimistically, they can run the risk of doing something illegal or dangerous, hurt negotiations, or harm their reputations.

“What I would strongly suggest is, as your power grows, you have people to help you check your own behavior,” Lowery says. “Don’t rely on yourself as a good person to check your behavior because you could end up missing what’s going on.”

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