Respect The Boss. Sometimes.

So despite any number of ‘colourful’ sayings (and many of them related to colour, unfortunately) that may have been uttered by my mother, we grew up treating all people as humans first. Regardless of religion (The word ‘heathens’ often escaped my mother’s lips, but that was obviously the nuns talking). Regardless of colour (though my mother was quick to suggest any link between race and behaviour, but that was probably the nuns talking still), and in New Zealand there were many people from all over the world that she could choose from. But no matter what we heard, we regarded age as the most significant aspect. Respect for any one older than us, was paramount to our mother and father (unless our mother referred to them as a “silly old……” That was my other talking). The attitude of respect to those older than us, tended to affect what we did with our work. If our father told us to do the job, we did it (yes, we know the reason why). If our supervisor told us to do the job we did it. Even when they were wrong.
Even though I found there were many ‘types’ of bosses out there. And many of whom should never have been in charge of people, or actual businesses. Yet several of those bad managers helped me to understand why my father had been the way he was. There are some people built for leadership, who, while they could probably run the country better than any who have done (With the exception of the great ‘Big Norm’ may he rest in peace, along with the mythology of who he was. Those who don’t know who ‘Big Norm’ was, missed a very special man in New Zealand history), or better than those who currently do run the country. These real leaders I refer to manage projects and people effectively and create wonderful trust and respect and accomplishments. In the last twenty years working under some one fifty different bosses and managers, I can honestly say I have only worked for four ‘bosses’ who were excellent leaders. That’s not saying one in twelve people make good managers. I’m simply saying that four people knew what they were actually doing. Most I have worked for, are simply managers utilizing managerial practices, not demonstrating management skills and most of them demonstrate that they can’t manage those skills well.
I have been asked why I don’t want to manage people. I don’t honestly believe that I possess the necessary skills. I have had those skills demonstrated to me by people who do know how, and by many who don’t, but thought they did. I have seen the required difference and recognise what I do not have. I am definitely a worker. I love my current work particularly, and I love to give one hundred percent in that work (yes, I know I have a reputation for giving one hundred and ten percent, but mathematically you really can’t do more than one hundred percent at any one time).
(Continued tomorrow)