Some years ago, during an exit interview with an employee who was moving on to a new opportunity, he said to me that I was “the best boss he had ever had.” I had heard this several times in my career, probably not always for the right reasons, but this time it gave me pause to think a little deeper about it. The employee told me that I had always looked out for him and had his back, that I challenged him and gave him opportunities, and that I was always fair, honest, and open.
As I said, that was not the first time I have heard this sentiment. Early in my career, it might have been for the wrong reasons, like being lenient, easygoing, or from being more concerned about being liked, than being respected. But this time it was for reasons like what this employee mentioned. It made me reflect on my ‘boss’ at the time. I do not particularly like the term ‘boss,’ but for effect, it is appropriate. More on this later. He was the best boss I have ever had. He had always given me a voice, trusted me, encouraged growth, and more. I could go on and on, but the point is less about my specific or my employee’s specific experience and more about how powerful it would be if everyone in an organization all the way down the line could say, “I have the best boss I’ve ever had.”
Imagine the impact of such a statement. It is not about the ego boost to the manager from the flattering comment but a testament to cascading leadership. This is not about the desire to be liked or making jobs easier. It is not about ignoring faults or overlooking mistakes so that feelings are not hurt. It is not about coddling people or always putting a rosy spin on things to make sure nobody feels too much pressure and that everything will always be okay.
Being the best boss is about trust, candor, respect, clear expectations, honesty, coaching, mentoring, healthy conflict, challenging abilities, creating opportunities, recognizing limitations, and acknowledging wrong fits. In a word, it is about leadership.
I am now more mindful of the importance of being a better boss. More specifically, the importance of being their ‘best boss.’ This is where true leadership takes hold. If one can be their ‘best boss,’ then you are modeling the behavior for them to be the ‘best boss’ to the people who look to them for leadership and direction. And on and on, all the way down the line. This creates a culture where everyone can thrive under exceptional leadership.
It is fair to ask the question of all leaders, let alone anyone in a managerial or supervisory position: “Are you being their best boss?” If not, then why not? Why wouldn’t you want to be? What changes do you need to make for them to say, “I have the best boss I’ve ever had”?
In conclusion, striving to be the best boss is not about personal accolades. It is about fostering an environment where everyone feels supported, challenged, and valued. It is about setting a standard for leadership that others can follow, creating a ripple effect of positive influence throughout the organization. When everyone can say they have the best boss, the entire organization benefits from a culture of strong, effective, and compassionate leadership.
