Lessons From My Best (And Worst) Bosses
There is much debate about whether leaders are born or made and from what I have read and experienced over the years, I think both opinions are true – it just depends where you sit on the leadership Bell curve.
According to leadership expert Erika Andersen, those in the top 10 to 15 per cent of the curve were probably born that way, and have improved with experience. Those in the bottom 10 to 15 per cent are less likely to ever become good leaders. Most of us sit in the middle where, apparently, leaders are made.
Having had many bosses throughout my career, I have tried to model my leadership roles on the positive experiences that I have had, while doing my best to avoid replicating the negative behaviours observed.
The best boss that I ever had was the one who encouraged me to take risks and embrace opportunities outside of my comfort zone. He believed in me far more than I believed in myself at that time. He also treated everyone in the team, regardless of their position, with the same level of respect, and so we all respected him enormously, too.
By stark contrast, the least impressive was self-obsessed and clearly did not care about developing the careers of his team. He took credit for the work of others and did not like it when any of his direct reports received recognition for great work.
We invited successful women to share stories of their most memorable bosses, both great and not-so-great.
‘Say yes’
Early in my career I learnt from my bosses to say yes to opportunities as they came along. I was told to remember that even if I didn’t have the confidence to think I had the precise skills needed, have faith that someone else has seen the potential in you. Also, trust in them and know that you will become a better leader through being willing to learn as each opportunity comes along.
Dr Kirstin Ferguson, non-executive director, board adviser, professional speaker and executive coach
‘Help yourself – and then help others’
My signature advice – to myself and others – is something I learnt from a (male) mentor many years ago: put your own mask on before assisting others. It is important to note that there are two parts to this, and the “assisting others” part is just as important as putting your own mask on. Some people do the first bit and then leave everyone else for dead.
Unless we have ourselves in order as much as possible, we really can’t support others as well or as sustainably as we otherwise might do. It’s not to say that we always put ourselves first in a selfish way, but we should not always put ourselves last.
As a mentor, I find this is an issue for women who are juggling a lot of different priorities such as children, partners, work responsibilities and ageing parents. I suspect much of it comes from how women are socialised early in their lives to always put others first, and the feelings of guilt which are often associated with this dynamic.
Lisa Chung, non-executive director and board chair
‘It’s not all about you’
I feel incredibly fortunate and grateful to have had a boss that invested in my growth and believed in my ideas. It’s so powerful when someone helps you tune out the voices in your head around fear, and replace them with belief.
Leading through adversity is all about staying positive. Emotion and care drive us to make a difference, but it can also mean we sometimes take things personally. It’s important not to get those feelings confused. The topic at hand isn’t about you, and 99 times out of 100 the other party is approaching you with the positive intent of solving a problem.
As a leader, you should find ways to lean on your values and use your voice to pay it forward. Creating space for a diverse range of voices at the table supercharges innovation and shatters glass ceilings.
Pip Marlow, CEO and executive vice president ANZ, Salesforce
‘Back your staff – and thank the cleaners’
A good boss is someone who listens and who will step into the fray to back you up. Some years ago, I was thrown in the deep end trying to manage the expectations of a group of angry stakeholders in a highly-politicised environment. I was out of my depth and felt overwhelmed and insecure so I approached my boss for advice. She listened to the issues and helped me to work through the possible scenarios and I immediately felt more confident. My boss also accompanied me to the meeting and skillfully refocused the stakeholders on the issue so I was no longer a target for a knock-down. I was so appreciative of my boss for having my back and being there when I needed her counsel and intervention. A boss you can rely on for help when the chips are down is like gold.
A boss who fails to respect employees may find that in turn, they lose respect. I once had a boss who took no pride in the appearance of his office, leaving empty food cartons and paper strewn on the floor rather than using the bin. When the cleaners arrived to do their job, he treated them as if they were invisible. Never once did I see him acknowledge them with a hello or a thank you after they had cleaned his office. It troubled me that my boss treated the office cleaners in this way. I felt that his approach was disrespectful and it eroded my opinion of him.
As a boss, your behaviour sets the organisation’s tone and culture.
Now that I am a boss, I ensure that I acknowledge and thank the cleaners. If I don’t get the chance to see them, I sometimes leave them a note and a treat. It’s about respect, and acknowledging those who work for you.
Jane Hill, CEO, Ovarian Cancer Australia
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Photos_ Supplied, Century Fox