THE BOSS
The boss can be a manager or a leader. The differences between these two are that a manager is accredited superior to a certain team, is in charge of the execution of the plans and manages the actions of people on the microlevel. Whereas, a leader might not necessarily be in contact with everyday practicalities, but he or she has the significant role in defining the values of the community, drawing the vision ahead, planning the strategy and leading the mission. He or she leads the organization on the macrolevel with insight.
Employees always expect authority of the boss. Without authority the group is left uncoordinated and insecure. However, authority is too often mistaken for dictatorship. Some lead with fear, some by stubbornly placing themselves above others and giving orders. Neither traits are very much appreciated in a boss. The boss of today is expected to step down from his or her horseback and lead with carrots in stead of sticks. Sustainable authority is never claimed with force but gained through respect.
In my work history I have worked with several managers and leaders, and something in between. My empirical observations have shown that the smaller the business, the blurrier the line between these two roles. Having a clear line is not always necessary. However, recognizing the two roles and taking them into account in the everyday work environment is vital for the relationship between the boss and the employees. Without being conscious of these tasks, the boss is always the bad guy.
The boss is in charge of the community’s work ethics and morale, and moreover, people’s commitment to the organisation. He or she should be the living example of an ideal worker, and more importantly, a person and a member of the community. Too often this humane task is forgotten while making money.
In small organizations the boss has more time for personal connections and can manage each and every employee taking their personal abilities and aspirations into consideration. As the business grows, there will inevitably come a point where the leader and the manager should be separated, in order to perform both tasks well. The manager should keep having the personal touch with his or her team and the substance, and should actively be part of the team. The leader, on the other hand, should take a leap higher to supervise the entire business and take it to the right direction. Both bosses are as important and their tasks should never be overlooked. Seamless partnership between these two is the ideal situation.
In the end, behind every business there are people who think and feel. Thoughts and feelings can be processed personally or they can be discussed in groups. Peer support is always good, as long as the group doesn’t gather just for badmouthing the boss. If this happens, the boss has work to do. Of course, not every critic is necessarily well-grounded. People often say and act emotionally without deeper analysis. However, every why hath its wherefore, so in stead of taking the evaluation as an offense, the boss should try to see the situation objectively and step into the counterpart’s shoes. Keeping calm while being critisized is hard, but controling emotions while dealing with a challenge prevents the harm from spreading wider.
The boss has a difficult job to do. Therefore, not everyone should be qualified a boss. Sometimes it is best to recognize one’s strengths and decide whether to pursue macro-leadership, micro-management or simply being the lead expert of a certain content. Admitting one’s weaknesses and sharing responsibility with someone who knows better is not yielding power. It is called smart specialization and delegation of work.