Reflecting on our careers, we are very much aware of the fact that a small handful of people have had a disproportionate impact on our success. Some have been colleagues or peers; some have been teachers, coaches, or even clients. And then there are those cases in which our own manager greatly affected the trajectory of our lives. A few years back, we discussed the idea of taking a more substantive look at the method and impact of these inspiring individuals by learning how others would respond to two straightforward yet provocative queries:
• Who was your “Best Boss?”
• Why do you think so?
The study that followed these two questions yielded profound insights in terms of who a Best Boss is, what he or she does, and the subsequent impact of such leadership.
The reader might wonder why our efforts were directed at understanding a “boss” rather than a manager, supervisor, or even leader. If so, you are not alone—for at least one of our book reviewers, Harry Hutson, did the same:
In today’s world, hierarchy is blurred, except in repetitive work-flows. Knowledge and service workers work independently or in teams where their colleagues, peers, outside experts, and even clients are more important than their direct supervisors. Does the boss concept even fit?
In fact, as we set up the study, it was not a consideration we took lightly. We tested the use of the term “boss” in advance and found that it resonated clearly with all ages and generations. The common interpretation is that a boss is someone who has a big impact on one’s life at work, both in reference to the conduct of the work itself, and with reference to the leadership style an individual enjoyed (or endured). It wasn’t just about managing, supervising, or leading—it was about all of these things. “Boss” fit the bill.
Much of what we have learned has been deciphered from the stories that came as a result of our research methodology. These stories conveyed not only the behaviors and traits of respondents’ Best Bosses, but also the emotion elicited in working with him or her. For some, the recollections were, at times, overwhelming, even in instances where decades had passed.
In reality, very few of the Best Bosses we studied seemed to come close to being perfect. However, what stood out as common denominators among a highly diverse set of individuals deemed a Best Boss, was each one’s unique way of:
• Establishing a positive connection and authentic relationship with the individual; and
• Creating an environment in which a person was encouraged to reach his or her potential, that, in turn, benefitted the organization.
As authors, we anticipated the positive impact of a Best Boss, but upon reflection, we found the topic even more compelling in the context of the world in which we live today. Writing this book during the summer of 2020, a sense of urgency developed around our mutual mission to complete it, as global events unfolded around us with dramatic ramifications for life as we know, or knew it:
• The COVID-19 virus is changing both how we work and how we collaborate.
• The Black Lives Matter movement has resulted in organizations re-examining how we relate to, work with, and lead others equitably.
• Political developments brought the question of leadership to the forefront on a daily basis.
• The Me-Too movement demanded the eradication of all sexual harassment and abuse in the workplace and in life.
• Leading up to 2020, newer generations of workers, led by Millennials, had already begun to demand that organizations evolve in how they both operate and integrate into our work and lives.
• The evolution of social media and its impact on our work life and everyday life is an experiment in progress.
So, what is the impact of a Best Boss and why is this way of leading so urgently needed at this turbulent time in modern history? Through our efforts and reflections, we learned that a Best Boss elicited a level of commitment and conviction within a person that ensured he or she would consistently go beyond ordinary performance at work. And more, the effect of a Best Boss was often to create “leadership legacies”—generating a multiplier effect in the sense that, great bosses beget great bosses.
Beyond that, we believe the most important effect of the Best Boss way of leading is the impact it can have on the human condition—by reducing the stress and demoralization of disengagement, by always encouraging respect and integrity, and by showing us through their interactions that each and every one of us matters, at work and in life. This bold statement will reveal its own explanation in the stories that lie ahead. Consider this book a different kind of leadership exploration, as it addresses the human experience between two people, not just the work experience.
Best Boss! The Impact of Extraordinary Leaders is offered for those who are looking for a way to make a meaningful difference through the way they lead others in this challenging and chaotic world. Such individuals likely understand the value of great people leadership, but may not be so clear as to how to bring it about, whether that be in the employees they currently lead or in anticipation of future leadership roles to which they aspire. We believe our characterization and approach to leading as a Best Boss are timeless, no matter the era and are blind to race, culture, or differences in sexual orientation. This is because, amid the chaos that always accompanies large-scale change, transition and the human condition, people yearn for compassion, support, and authenticity in their work and their lives.
In Best Boss! The Impact of Extraordinary Leaders, we will share a systemic approach to the Best Boss way of leading, some of which might already be incorporated into your current leadership style. We will describe specific traits, behaviors, and tools, as well, for both your reflection and use in unleashing your own unique capabilities. In doing so, we invite you to join us on this journey of discovery and discernment to embolden your leadership and be ready to take on the possibilities of tomorrow.
If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
—Quote attributed to John Quincy Adams, the sixth president of the United States