How to Become a Great Boss: The Rules for Getting and Keeping the Best Employees

How to Become a Great Boss: The Rules for Getting and Keeping the Best Employees

by Jeffrey J. Fox

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Now Updated and with New Success Tips!

The Great Boss Simple Success Formula:
  • Companies Do What the Boss Does
  • Groom 'Em, or Broom 'Em
  • Hire Slow, Fire Fast
  • Don't Be Tired
  • The Rule of the Ds
  • Delegate Down, Down, Down
  • Don't Hire a Dog and Bark Yourself
  • Don't Shoot from the Lip
  • Never Be Little, Never Belittle
  • Listen to Phonies, Fools, and Frauds
  • Don't Check Expense Accounts
  • "Quit" Is for Scrabble®
  • It's Okay to Be Quirky
Did you ever have a great boss? Everyone should have one, but not enough people do. If you're a boss, or hope to become one, or have a less-than-great boss, then this is the book that could change your career--and your life.

In times like these, being a great boss can be harder than ever. If you want surprising and useful advice on how to handle the tough stuff--from having to fire a long-time employee to being a new boss with a demoralized team--the stories, observations, and advice contained in this gem of a book will set your feet in the right direction. And if you just want advice on living up to the legend who preceded you in the job, or even ways to emulate someone who was a great boss to you, Jeffrey Fox has gathered anecdotes from some of the mightiest and most respected bosses in America. The bestselling author who brought you How to Become CEO and How to Become a Rainmaker knows the territory about which he speaks.

Fox is the master of the counterintuitive angle. For every boss who has implied "I know what's best, that's why I'm the boss," Fox counsels, "Listen to Phonies, Fools, and Frauds" and "Don't Check Expense Accounts." His stories from bosses who have cared equally for employees' lives and the bottom line will inspire you to see that profit counts, but so do camaraderie, motivation, and a great place to work.

In a time of considerable corporate downsizing, it's more important than ever for bosses to surround themselves with motivated employees. Jeffrey Fox's How to Become a Great Boss will have a place on the shelves of top brass everywhere who want to remain leaders of their pack.

Product Details

ISBN-13: 9781401396923
Publisher: Hachette Books
Publication date: 08/01/2002
Sold by: Hachette Digital, Inc.
Format: NOOK Book
Pages: 192
Sales rank: 956,038
File size: 398 KB
Age Range: 13 - 18 Years

About the Author

JEFFREY J. FOX is the founder of Fox & Co., Inc., a premier marketing consulting company, serving over sixty companies in sixty industries. Prior to starting Fox & Co., Mr. Fox. was VP of Marketing and Corporate VP of Loctite Corporation. He was also director of marketing for the wine division of Pillsbury, and held various senior marketing posts at Heublein, Inc, including Director of New Products. Fox is the winner of Sales and Marketing Management magazine's Outstanding Marketer Award; and the National Industrial Distributors Award as the Nation's Best Industrial Marketer. He is the subject of a Harvard Business School case study that is rated one of the top 100 case studies, and is thought to be the most widely taught marketing case in the world. Fox has been a guest lecturer at The Harvard Business School (from which he has an MBA), The Amos Tuck School, The Conference Board, and numerous other organizations. He has been featured in the Wall Street Journal, Business Marketing, and numerous other publications, and he is a member of the Board of Trustees at Trinity College in Hartford, Connecticut. He works in Avon, CT and lives in New Hampshire.

Read an Excerpt


Mr. Hart

The great boss stirs the people. The great boss elevates, applauds, and lauds the employees. The great boss makes people believe in themselves and feel special, selected, anointed. The great boss makes people feel good.

Great bosses are memorable. In sixty seconds, this boss created a memory to last over sixty years.

The employee was twenty-four. It was his first real job. He was in the fifth week.

That morning there was a knock on the six- foot-tall glass wall that framed his "office." "Excuse me, Mr. Godfrey, my name is Ralph Hart," said a courtly, exquisitely dressed man in his sixties. "Do you have a minute?"

"Of course," answered the young employee, who recognized the name, but not the face, of the company's legendary Chairman-of-the-Board.

"Thank you," said Mr. Hart. "Mr. Godfrey, may I tell you a few things about your company?" To the employee's nod, Mr. Hart continued: "Mr. Godfrey, your company is a first-class company. We have first-class products. We have first-class customers. We have first-class advertising. In fact, sometimes we even fly first-class because the airlines are some of our first-class customers."

Extending his hand to the new employee, Mr. Hart paused, and with eyes riveted on Godfrey, he concluded: "And Mr. Godfrey, we only hire first-class people. Welcome to Heublein."

If you believe that able and motivated people are the key to an enterprise's success, then Mr. Hart just taught you a lot. If you don't believe able and motivated people are the key to an enterprise's success, then stop reading and give this book to someone else.


The Great Boss Simple Success Formula

1. Only hire top-notch, excellent people. 2. Put the right people in the right job. Weed out the wrong people. 3. Tell the people what needs to be done. 4. Tell the people why it is needed. 5. Leave the job up to the people you've chosen to do it. 6. Train the people. 7. Listen to the people. 8. Remove frustration and barriers that fetter the people. 9. Inspect progress. 10. Say "Thank you" publicly and privately.


Companies Do What the Boss Does

People take their cues from the boss. The boss sets the tone and the standards. The boss sets the example. Over time, the department, the office, the store, the workshop, the factory, the company begin to do what the boss does.

If the boss is always late, punctuality becomes a minor obligation. If the boss is always in meetings, everybody is always in meetings. If the boss calls on customers, customers become important. If the boss blows off customer appointments, the salesforce makes fewer sales calls. If the boss is polite, rude people don't last. If the boss accepts mediocrity, mediocrity is what she gets. If the boss is innovative and inventive, the company looks for opportunities. If the boss does everyone's job, the employees will let him. If the boss gives everyone in the organization a World Series ring, then everyone wants to win the World Series. If the boss leads a charge, the good and able employees will be a step behind.

Great bosses understand this phenomenon. Great bosses position the organization to succeed, not with policies, but with posture and presence. If the great boss wants a policy of traveling on Sunday or practice before presentations, he or she travels on Sunday and practices presentations. If the boss doesn't want little snowstorms to make people late to the office, he gets in early the day of the storm and makes the coffee . . . and serves coffee to the stragglers as they arrive.

Some bosses lead purposefully, others innately. Whether intentional or not, the great boss shapes the organization. Because the company does what the boss does, the boss better perform, or the company won't.

Copyright (c) 2002 Jeffrey Fox

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How to Become a Great Boss 5 out of 5 based on 0 ratings. 5 reviews.
Guest More than 1 year ago
Easy to it in one day. Lots of basic concepts that we often forget are critical to becoming and staying a 'great boss'.
Guest More than 1 year ago
Jeffrey J. Fox has a talent for pointing out the obvious, but often forgotten, basics of business and management. Like Fox¿s previous books, How to Become a Great Boss contains almost nothing that is entirely original. Instead, it compiles what should be common-sense guidelines for effective leadership and presents them in a manner that is both educational and inspirational. Fox has the ability to get you thinking about what you are doing as a manager and about the things that you have allowed to fall by the wayside. For that simple but valuable lesson, we from getAbstract strongly recommend this book to all bosses, managers and leaders.
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