But even while exercising authority, the boss needs to be transparent and explain his reasoning to the team, for that is the only way to win trust. Indeed, there are several elements that go into winning trust. First of all, people need to believe the boss is competent - technically, operationally and politically. Second, the boss has to demonstrate character. This doesn't mean self confidence and a strong ego - though these are useful - but the ability to convey that you believe in the work the group is doing, that you are willing to work hard, that you mean what you say and that you care for other people. For you to use your formal authority most effectively, your people must, in effect, say WE WILL LET YOU INFLUENCE US. You must earn the right to exercise authority, for it comes with obligations to those you manage.

SHOULD A BOSS BE A FRIEND ? and
the answer is an unequivocal NO.
Being a BOSS and being a friend are incompatible because unlike the boss-subordinate, friends are equal and accept each other as they are. They do not check up on each other and they certainly don't evaluate each other every year. THE BOSS-SUBORDINATE RELATIONSHIP IS A PROFOUND PARADOX. It must be human and caring, yes, but is a means to an end. It exists to accomplish work. You need to connect as human beings, but not as friends in the true sense of the word.

Managing yourself is important, but the trickiest, most probably of the three imperatives in being the BOSS is the second : MANAGING YOUR NETWORK. One of the reasons individual performers find it so difficult to being managers is because of the political nature of the job. It's not enough to make good, reasoned plans, you have to sell them through messy process that involves applying influence. This is cited as the biggest hurdle to career development.


part 3 BLOG: 4582