Chad would be better off now if he had that nighttime mouth guard with him. The piece of molded blue plastic that stops him from grinding his teeth while sleeping might knock out some of this pain. Without it, he clenched and unclenched his jaw with growing pressure. He sat at his desk behind a closed door, slowly turning the pages in his year's 360 degree review. His face burned. The vise around his head tightened as he read leadership scores and comments from the employees he managed.

Unfortunately for Chad, however, his colleagues had all displayed a damning consistency in their anonymous assessment of his performance:

Then he turned to the real heart-stopper. His boss agreed in very similar vocabulary that his team was not performing up to goal and that he was responsible.

Overall, it wasn't a career-ending review; but it wasn't going to help him, either. He was safe from the grim reaper, but he definitely was not moving forward at the company—at least not based on this document. There would be little or no performance bonus at the end of the year after this report went into the file. And it would knock Chad's promotion train off the tracks for a good 12 to 24 months, if not longer.

Chad couldn't stop gnashing his upper and lower molars because something about this just didn't make sense. He knew that he was bright. Graduating at the top of his MBA class, his 3.9 in undergrad finance and, before that, a 1540 on the SAT in high school told him so. Most of all, he had been lauded for years before he became a division manager for his outstanding business acumen. He was in early, stayed late, and was always prepared. He knew he didn't have a love fest going on with his employees, but he was never accused of being unfair.

Chad is right about all those things. He is not disrespectful of his employees or purposefully manipulative. However, he rarely connects with them. And, up to this moment, that has never concerned him. He is smart, after all, and can easily display powerful business intellect, which should create all the connections he needs. He is that boss.

"Wow, Chad . . .I'd say you looked like crap, but that would be, you know, unfair to crap," joked his colleague Mike who had just walked into the washroom. Chad laughed, drying the cold water he splashed on his face in hopes of snapping the migraine's grip. The water didn't spruce up his reflection in the washbasin mirror. He admitted Mike was right. Chad looked pretty beat up.

After a quick glance around, he decides to take Mike into his confidence. "Just got my 360 and it was brutal. I'm reeling here. They all say I'm a lousy communicator," says Chad. "I know I'm not the 'feel-good' rock star you are, but I don't think I'm all that bad. What do you think?"

Mike and Chad are both division managers at the same privately held company. They'd started as rookies years ago at the same time and had received their promotions to "boss" status within 10 days of each other. They had different backgrounds, strengths, and approaches to their jobs. They had immediately liked each other and had become very good friends over the years. They work on the same floor in the office tower, so it's not unusual for them to run into each other several times a day.

"I think 360s are a great help when you look at the whole process," says Mike, pressing the soap dispenser and scrubbing his hands under the water. "They're not perfect, but they're useful. The downside is that some of your employees probably love this time of year because they can sit at their desks and calmly give it to you in the 360. They don't have to back it up, and there's no accountability or retribution. A few are going to be nasty just for sport. Forget about the especially mean comments. I get them, too."

Mike turns away from the washbasin and faces Chad directly. "But, look, bud, you shouldn't stop there. We've talked a lot about your team. You tell me most of them are pretty damn good. That means when they got the 360 document for you from the HR department in their Outlook mailbox, they probably sat at their computers and really concentrated on this process. Most of them take it seriously and want to help you and the organization improve. If more than one of them is pointing to the same warts on your management hands, you've got to listen to their voices. It means you've got work to do. So do it. You're capable. This isn't the first time you've had to blast through a wall."

Chad felt immediately better, but he couldn't figure out why. Mike didn't use this opportunity to patronize him by telling him not to worry about it. He also didn't smack Chad when he was down by agreeing that Chad's communication skills did indeed suck. Instead, Mike's direct and quick washroom assessment gave Chad a boost of energy and a bit of brightness. Mike was right, thought Chad. I am capable. I can improve at this.

Mike's employees know how Chad feels. Mike found the right words quickly to help Chad succeed; and it wasn't an accident. Mike took his friend's issue seriously and worked diligently, even in a chance conversation, to express the correct words that will help Chad. This is an example of the powerful communication skills and ongoing mental discipline that make Mike a stronger boss than Chad. Mike's communication skills combined with his communication work ethic give him a tremendous advantage over other bosses, like Chad, who struggle with lackluster results.

Mike didn't waste time gloating during this brief exchange. He easily could have, because his own 360 report—which Chad was too self-engrossed to inquire about—was a much different story. Mike received strong marks in all the communication and leadership sections that plagued Chad. Mike's report was not perfect by any means; his employees and bosses both gave him lower marks and several negative comments on his time-management skills. But these were minor points in an overall outstanding 360 degree review.

Mike's team was on goal for the year in very tough times. He was receiving the credit for the division's success from those up and down the food chain. He needed to tidy up his work routine, but he already had a plan to get the coaching he needed, starting next week.

Later that night, at home with his wife, Mike chuckled at the irony in the whole washroom back-and-forth that Chad would never recognize. Chad easily dropped not so subtle allusions to his classy academic credentials regularly in conversations and meetings. This always contrasted sharply to Mike's more pedestrian higher education campus, scores, and grades. Even a rockin' B-school doesn't have all the answers, Mike told his wife.

Mike did not resent Chad's mildly patronizing academic boasting; instead he saw the value in having a bright light resource like Chad as a friend. Mike knew how sharp Chad was and didn't hesitate to ask him to weigh in on perplexing business issues he was struggling with. Chad may brag a little, but he is loyal and always happy to help Mike and others across division lines. Mike and Chad are both strong employees for the company.

Despite his lack of a top-notch business education, Mike actually has much greater potential than Chad. The 360 reviews backed up what the bosses already knew about them: that Mike's team consistently outperformed Chad's team and most of the others in the company as well. While Mike wasn't nearly as buttoned down as Chad was when it came down to the numbers and raw financial insight, he worked diligently at building valuable connections with every one of his employees—even in minor conversations.

The execs realize that Mike's whole attitude was different. They could see he prepared more for his meetings with his employees, burning more mental calories during those conversations. He always evaluated his communication performance and asked others to weigh in to help improve his already powerful skill set. He had the same approach to management meetings. None of the execs or division managers spaced out, shuffled through papers, or checked their BlackBerrys when he spoke in the boardroom. Mike owned the room when he talked.

Mike, just slightly above average in business intellect, has become a great boss by understanding that successful communication with employees and everyone else is the key to superior team performance.

Chad easily admitted Mike's strengths. He teased that Mike has an extra charisma gene that some people are just lucky enough to be born with. Chad never considered that Mike is actually working at his communication, that it's not just the gift of gab.

Poor B-school genius Chad hasn't been able to figure this out. He thinks if he just comes in a little earlier, reworks those spreadsheets, and uses stronger language in an e-mail, he can prove to his employees that he is right. Then they should do what he says, the way he says it should be done.

The next 12 chapters will chronicle, hour by hour, a mirrored day in the business life of both Mike and Chad. We'll watch them experience similar everyday communication scenarios: group meetings in a conference room, one-on-one sessions in an office, chance conversations in the coffee room, telephone calls, and even e-mail correspondence. Some of these will be high impact and obviously stressful conversations; some of them will appear to be simple, but then become complicated.

Though no two real division managers would ever have exactly parallel days, hour by hour, this story asks us to make a leap and accept that they do. In this block of simultaneous episodes during this typical business routine, we'll witness the lackluster results Chad sees by concentrating solely on imparting accurate information and reasonable directives to his employees. Mike—who, on the other hand, consciously chooses to prepare for and work to build strong connections in every interaction—will enjoy significantly more success throughout the day.

Chad's lousy 360 ruined his weekend. Monday morning, he vows he will change. He doesn't know what steps to follow to reach the business metamorphosis; but he's determined to find out.