Resolve to Be a Better Boss

The calendar says it’s time for the annual tradition of making New Year’s resolutions. Gyms will be full of people (at least for a couple of weeks) trying to get in shape. Offices might empty earlier as people resolve to spend more time with family and live a balanced life. Others may resolve to buckle down on the job with a promotion or a raise in mind.

The turn of the year is a good time to do a gut check to see if you’re being a good leader for your team. How about making ten resolutions to be a better boss?

· Resolve to delegate. Delegation is one of the most critical developmental needs I see in my executive coaching business. Surround yourself with people whose skills complement yours, and delegate tasks that will allow you to focus on the big picture. Holding things too close to the vest can slow growth for your company. It can also slow the development of your people if you do not allow them to take responsibility.

· Resolve not to abdicate. At the other end of the spectrum from delegation is abdication – the boss who doesn’t take responsibility for anything. As a boss, you have to direct the team and provide leadership. It’s a delicate balance between too much and too little leadership, and one that requires constant attention and adjustment.

· Resolve to give credit. Too many bosses shine in the spotlight and take credit for team efforts. This year, give credit where it’s due and highlight the people who help make you look good. Remember that when the team succeeds, it reflects positively on everyone.

· Resolve to solve conflicts. Do you avoid conflict like the plague because you simply don’t know how to handle it? Know when to get involved with disputes and when to allow co-workers to resolve issues on their own. A good boss is both coach and mediator, helping the team through the rough times as well as the good times.

· Resolve to listen more. Don’t be the boss who talks too much, shouting orders and pushing your opinion through. Step back and listen once in a while. Be receptive to other people’s ideas. You might be pleasantly surprised by what you hear.

· Resolve to share information. There are times to listen and there are times to talk. Don’t fall prey to the notion that you can move ahead quicker by retaining critical information just for yourself. Too many bosses hold back information, particularly when it’s bad news, thinking they will resolve the situation themselves. The team will operate more effectively under a practice of full disclosure.

· Resolve to treat everyone equally. Many bosses have a “teacher’s pet” that seems to get his or her way more than others. This can be especially true in a family-run company where perhaps one sibling is shown favor. You can raise your credibility with subordinates by not playing favorites and treating everyone fairly and equitably.

· Resolve to give constructive feedback. Some managers are bullies, embarrassing people in public by pointing out their mistakes. They think it makes them look like a stronger leader when, in fact, it makes them look weak. More effective leaders know how to give constructive criticism that will allow people to learn and grow. Being a bully only creates tension and “yes people” around you who will bring down the team as a whole.

· Resolve to stay connected. The corporate grapevine is one of the best sources of information for bosses. It’s amazing what you can learn by staying connected to everyone in the office. One way to do that is by what I call “walking-around management.” Simply walking the halls and talking to people casually can bring you up to speed on current corporate initiatives, what people are concerned about and who’s coming and going. Try to have a few advisers who will keep you up to speed and be honest with you, not filter the information and tell you only what you want to hear.

· Resolve to say thank you. We’re just coming off the holidays, when everyone was filled with goodwill. Retain that spirit throughout the year by showing appreciation for those around you. Stop occasionally to say thank you to people on your team for a job well done. Try not to work people too hard, and if you have to ask people to go the extra mile, occasionally, acknowledge their efforts. Your appreciation will be returned.

Walking the Talk and Other Business Resolutions for 2010

Have a hiring strategy.
Be sure your managers know the company’s short-and-long-term goals so they can hire accordingly. Whether you have ambitious plans for growth or just want to stay the course, each department should have a hiring plan that supports the company’s objectives.

Recruit all year long.
Most companies don’t recruit until there is a specific job opening. More typically, they stretch the limits of their existing staff to the breaking point until increased revenues justify an addition. But think back to the last time you had to fill a key position and the amount of time it took to find the best candidate. Even with a higher unemployment rate, finding the right candidate takes time.

Commit to training.
Just as your hiring strategy should mirror the company plan, so should training. Often, you can prevent adding a staff position by enhancing the skills of an existing employee. Monitor changes in your industry to determine whether your staff is keeping up with the technology.

Stay competitive.
Keep salaries current with industry standards so employees don’t seek other jobs just to make more money. Consider changes in your benefits package that will address the needs of your staff and their families more fully now and into the future. Accordingly, look into a retirement plan if none currently exists for your company.

Trim the fat.
Look at last year’s overhead and determine where cuts can be made, then get the whole company on board to support the effort. For example, if ordering office supplies is centralized through one person, duplication can be avoided and you can save on bulk purchases. Set limits and procedures for expense reports so they don’t get out of hand. Give each department a budget and make the manager responsible for its implementation, so each department head feels accountable for keeping expenses on track.

Face reality.
Are you in denial about things that are bringing the company down? Do you have poor performers who need to improve or move on? Are employee disputes getting out of hand without resolution? Does your company continue to offer unprofitable products or services just because no one ever questioned their viability? Do you maintain relationships with customers who aren’t profitable because you’re too afraid to drop them? Just as you would resolve to do away with bad habits in your personal life, you should resolve to eliminate things that are damaging your business’s performance.

Motivate your staff.
Don’t get so focused on your business goals that you lose sight of the people helping you get there. It’s amazing how much a little positive feedback can do toward motivating someone. You don’t need a formalized employee-of-the-month program to recognize your staff. Start by acknowledging good work in staff meetings, or sending personal notes to employees thanking them for a job well done. Encourage your managers to do the same. Employees often hear when their work is not up to par, so let them know you appreciate it when they’ve hit a home run.

Set a good example.
The company owner sets the tone for the workplace. Have you created an atmosphere and company culture that will enable the business to succeed, or are office politics and unhealthy competition the norm? This is an ideal time to reinvent yourself and, as a result, your company