Be the Boss Your Employees Deserve

by Ken Lloyd

Book Overview

This groundbreaking book takes you through the entire process of building a work environment that is exactly what your employees want and deserve. Key strategies show you how to establish the most... This description may be from another edition of this product.

• Format: Paperback
• Language: English
• ISBN: 1564145891
• ISBN13: 9781564145895
• Release Date: April 2002
• Publisher: Career Press
• Length: 224 Pages
• Weight: 0.65 lbs.
• Dimensions: 0.5" x 6.0" x 9.0"

Customer Reviews

Building trust and confidence in one's leadership

Be The Boss Your Employees Deserve by Ken Lloyd is a solid guide to giving one's employees the best, and getting the best from them in return. From building trust and confidence in one's leadership; to handling problem employees efficiently; and checking up on one's own performance, Be The Boss Your Employees Deserve is a practical, useful, "reader friendly" and strongly recommended guide to supervisory management success.

A Role Model Worthy of Emulation

Now that Lloyd has written this book, I hope he will consider writing a book in which he explains "how to be the employee your boss deserves." He writes with uncommon clarity and assuredly has much of value to say about that subject as well. Especially today, everyone involved in a given organization must embrace change, build respect and trust, create and then sustain a "winning atmosphere," prepare for tomorrow, and maximize everyone's potential. In my review of Serven's The End of Office Politics as Usual, I observed that it is no coincidence that the companies which are most highly admired, which generate the greatest number of applicants from among those who work for their competitors, are also the most profitable. One of several reasons is that companies which are both admirable and prosperous have zero-tolerance of what is generally referred to as "office politics." Presumably Lloyd agrees that employees not only need but deserve a supervisor (I personally dislike the term "boss") who simply will not tolerate inappropriate behavior by anyone. Period.The information and suggestions which Lloyd provides in this book are obviously based on an abundance of real-world experience. He carefully organizes his excellent material within five Sections:Building the FoundationKey Concepts and PracticesEveryday Roles and ResponsibilitiesIt's the PeoplePassing the TestsMuch of my time is involved with the accelerated development of what are sometimes referred to as "fast track" executives. (I refer to them as "tigers" and "tigresses.") Also, I continue to be retained to work with CEOs and their management teams. I presume to include this personal information to make a point: Even decision-makers at the highest organizational levels need frequent reminders of management principles which they may perhaps view as "basic," "obvious," or "simplistic." They need to re-read Lloyd's book at least every 90 days. (NOTE: In the final chapter, Lloyd provides a lengthy series of "Self-Assessment Questions." In the strongest terms possible, I urge supervisors at all organizational levels to answer each of these questions with total frankness and then review their answers on a regular basis.) My own experience supports all of Lloyd's key points. What he does not state but implies throughout his book is that the most effective male supervisors are gentlemen; the most effective female supervisors are ladies. For whatever reasons, civility is among the most important yet least discussed qualities of great leadership.Think about it. Over the years, which relatives, neighbors, teachers, coaches, clergy, "bosses," and others with whom you have been associated do you now respect most? My guess (only a guess) is that they were those who believed in you and in the potentiality of your abilities, set high standards, then held you fully accountable to those standards, who had what Hemingway once described as a "built-in shock-proof crap detector," cheered you on, provided crisp b