Wednesday, 16 October 2024, is National Boss Day. Although the concept began in the US as an opportunity for employees to express gratitude to their bosses and strengthen their relationships, it doesn’t mean that here in the UK, we can’t appreciate our bosses, too. This is especially so here at PA EDitorial, where the consensus is that we probably have one of the best bosses in existence, PA EDitorial’s CEO, Lizi Dawes.
But what makes a good boss, and why do so many of us at PA EDitorial enjoy working with Lizi so much?
Well, gone are the days when managing people was solely about task completion rather than people management. And let’s face it – as many readers will resonate with – not everyone is suited to the managerial path.
While the lure of increased pay, recognition, and opportunities has traditionally drawn many towards the management track, the reality of actually managing people often catches individuals off guard.
The Hallmarks of a Bad Boss
Experiences with poor managers can provide valuable insights into the qualities that make a terrible boss and, therefore, a good boss. Some bosses can have a penchant for unfairly comparing employees, leaving them feeling demoralised and inadequate. This lack of constructive feedback, coupled with a disregard for the personal circumstances of the team, can create a toxic work environment marked by uncertainty and anxiety.
Other bosses may struggle to fundamentally understand the team’s day-to-day responsibilities, leading to a series of unproductive meetings and a failure to recognise the employees’ contributions. Such a lack of communication and appreciation ultimately results in a strained relationship and a missed opportunity for growth.
Another example of a bad boss is one who embarks on the perils of poor leadership through a combination of micromanagement, a lack of transparency, and a complete disregard for the established lines of communication. This cocktail of managerial missteps not only erodes trust but also hinders the team’s productivity and morale.
In the United Kingdom, work-related stress, depression, and anxiety have become significant concerns in the modern workplace.
- In 2022/23, 875,000 cases of work-related stress, depression, or anxiety were reported, leading to the loss of an estimated 35.2 million working days. [1]
- A YouGov poll found that one in five UK workers needed time off due to poor mental health caused by pressure or stress. [2]
- The Health and Safety Executive reported that of the 1.8 million people suffering from a work-related illness in 2022–23, almost half had stress, depression, or anxiety caused by their jobs, resulting in the loss of 17.1 million working days during the period. [3]
The statistics indicate a concerning trend in the rise of work-related stress, with figures higher than the pre-pandemic period of 2018–19. They also underscore the importance of addressing stress in the workplace, which often comes from poor leadership and management.
The Chartered Management Institute (CMI), in partnership with YouGov, conducted a pioneering study that shed light on the negative impact of bad managers on their organisations and the UK economy as a whole. The study also emphasised the importance of good management in creating a healthy work environment. [4]
Key findings of the study include:
- One in three individuals, both managers and workers, have left their jobs due to a toxic work culture.
- Half of those who perceive their bosses as ineffective are considering quitting within the next year.
- Managers significantly influence their employees’ motivation, job satisfaction, and likelihood of staying in their positions.
- 82% of individuals taking on management roles have not received formal management and leadership training, leading to a high proportion of ‘accidental managers’.
- Managers who have received formal training are more likely to address bad behaviour, report concerns, and identify wrongdoing compared to those without training.
The Attributes of an Exceptional Boss
In contrast to the above, many bosses demonstrate exceptional leadership qualities that profoundly and positively impact their teams. They do this by using a multifaceted approach of people skills, compassion, and insight.
So, what do good bosses do?
Clear communication: they excel at fostering transparent and open communication, ensuring that their team members understand goals, expectations, and responsibilities, thereby promoting clarity and reducing ambiguity.
Supportive mentorship: they recognise the potential in their team members and actively support their growth. They provide mentorship, guidance, and constructive feedback to help individuals develop their skills and achieve their professional goals.
Empathy and respect: they cultivate a culture of empathy and respect within their teams. They genuinely care about their employees’ well-being, acknowledge their contributions, and foster a supportive environment where everyone feels valued.
Delegation and empowerment: exceptional leaders understand the importance of delegation. They entrust their team members with meaningful responsibilities, empowering them to take ownership and make decisions, which not only fosters growth but also boosts morale and confidence.
Recognition and celebration: they acknowledge their team’s accomplishments and celebrate milestones, big or small. They understand the significance of recognition and how it fuels motivation, loyalty, and a sense of belonging.
Aviva’s research, which examined data from 2,173 employees in May 2022, found that 41 per cent were attracted to their current role because of the work-life balance it offers, compared to 36 per cent who cited salary. [5]
Becoming a Better Leader
For those who aspire to be great bosses or recognise areas for improvement in their own leadership, there are several actionable steps to consider:
Self-reflection: you can take the time for self-reflection and understand your behaviours and their impact on the team. Self-awareness is the foundation for growth and the starting point for improvement.
Seek feedback: you can encourage open and honest conversations about your leadership with your team members, peers, and managers and listen to their perspectives to identify areas where you can refine your approach.
Communicate effectively: you can work on clearly articulating goals and expectations and providing regular status and priority updates. You can also encourage open dialogue and active listening and consider the diverse perspectives of your team members.
Invest in relationships: get to know your team members on a personal level, understand their aspirations, and support their professional growth. This nurtures an environment where individuals feel valued, understood, and motivated.
Create a culture of trust: establish a safe space where team members can share ideas without fear of judgement while delegating meaningful responsibilities and empowering them to make decisions, leading to increased creativity and innovation.
Demonstrate empathy: understand your team members’ challenges, both professional and personal, and provide support when necessary. Show genuine care and compassion and consider the impact your decisions have on their well-being.
Provide constructive feedback: all too often, we naturally focus on negative feedback, so try to focus on specific behaviours or actions and provide actionable steps for growth.
Recognise and celebrate achievements: acknowledge individual efforts, publicly or privately, and express genuine appreciation for employees’ contributions.
Coach and mentor: provide your team with guidance and support for their professional development, empowering employees to achieve their full potential. Tailor your approach to everyone’s individual needs, recognising their unique strengths and areas for improvement.
Encourage team collaboration: encourage knowledge sharing and facilitate opportunities for cross-functional projects while creating a culture where diverse perspectives are valued and integrated.
Why is PA EDitorial’s Boss Being Celebrated Today?
As someone who has freelanced with PA EDitorial for a few years, I can say with experience that it fosters a culture that recognises and celebrates the skills and contributions of individuals from all over the world.
It always aims to support, engage, and empower everyone in the team to feel safe and comfortable bringing their unique contributions to the forefront of their working day – as equals with valuable insights. At PA EDitorial, individuals can work in a sector they are enthusiastic about, utilising their skills, intellect and attention to detail.
As a business, it understands and appreciates the challenges of balancing work and family life. Its ethos is to provide its team with flexible working, ensuring that they can not only work remotely but can adapt their careers to fit flexibly around their lives.
Such an ethos comes from the top, from Lizi, who passionately believes in inclusivity and flexibility, involving the team in decision-making and recognising their unique and individual skills so they can be harnessed and developed. There is also a focus on self- and team care. With leadership from the top, the entire team is focused on looking after and supporting each other when it’s needed to provide cover, support, and a considerate community.
In addition, Lizi works silently in the background, too, building the business and creating even more opportunities for her team, old and new. Because of this and her wide-ranging approach, the PA EDitorial team is able to engage with diverse individuals and organisations globally.
Lizi knows that when her team shines, PA EDitorial shines as a whole.
About PA EDitorial
PA Editorial is a global, family-owned business with a reputation for providing exceptional, personalised services to all clients. Our team has over 50 years of combined experience and a wealth of knowledge in peer review and editorial management.
We specialise in managing the peer review process for academic journals and providing support to contributors and editorial boards. Our forte lies in improving the administration of peer review and we are adept at revitalising problematic journals. In addition, we offer services such as copyediting, proofreading, academic and teaching material formatting, and journal social media services.
If you have an organised and inquisitive mind, want to work with people who see the world differently, are looking to be part of a supportive culture, and want your contribution to matter, get in touch at recruitment@paeditorial.co.uk.
[1] https://www.statista.com/statistics/292309/work-related-stress-depression-or-anxiety-among-workers-in-great-britain-gb/
[2] https://mentalhealth-uk.org/blog/burnout-report-one-in-five-needed-to-take-time-off-work-due-to-stress-in-the-past-year/
[3] https://www.hse.gov.uk/statistics/causdis/
[4] https://www.managers.org.uk/knowledge-and-insights/research/better-management-report-take-responsibility-take-action/
[5] https://www.peoplemanagement.co.uk/article/1797980/employees-favour-work-life-balance-salary-study-suggests