Michael Schneider summarized the 6 key attributes in Effective Bosses and I am commenting on his article based on his observations. While the attributes are considered valuable in managers it is not that easy to instill some of them if the managers don’t have them in the first place. Some attributes are only possible with an abundance of the right prior experiences and indoctrination at a relatively early age since changing an adult’s behavior is many times harder than it is to change a youth’s behavior. This is especially true when it comes to the question of evaluating emotional intelligence.

  1. A growth mindset and emphasis on values is of primary importance for a growing and developing organization.

A growth mindset is really also having values and it means a manager who is interested in optimistically achieving growth in a changing environment by increasing his useful knowledge, skills, and competency in general with new learning.

You can list over 50 core values which manager should have but the most important values are integrity or basic morality and honesty; trustworthiness which is also a function of integrity, dependability, and competence; reputation and respect which results from integrity and trustworthiness; team spirit which comes from a leader with empathy, cooperative effort, and emotional intelligence; and a bottom line attitude which takes into consideration the cost and timeline for materials and personnel which determines how efficient the management actually is in planning and implementing work to be done.

How you instill these values in a manager who doesn’t have them in the first place is mission improbable but managers who have good values should be mentoring others who fall short in some value departments.

  1. Instilling emotional intelligence (EI) in an introverted programmer is almost impossible because emotional intelligence is an acquired skill which comes from years of exposure to all kinds of personality types starting from many siblings in childhood to relatively many social friendships in and out of school. There are things a lacking individual can do to increase personal emotional intelligence and you can further investigate the topic by referring to these two useful articles. Emotional intelligence THE TEN COMMANDMENTS OF EMOTIONAL INTELLIGENCE


  1. Manager transition principles is trying to instill in new managers the importance of honesty and being open and vulnerable. Managers are encouraged to communicate their transition and other problems to others and not be afraid to share their experiences and ask for advice from others on how to handle certain important situations and strategies.


  1. Coaching

“Through Project Oxygen, it was revealed that the number one quality of effective managers is being a good coach. Google defines good coaching as:

Timely and specific feedback

Delivering hard feedback in a motivational and thoughtful way

Tailoring approaches to meet individual communication styles in regular one-on-one meetings

Practicing empathetic “active” listening and being fully present

Being cognizant of your own mindset and that of the employee

Asking open-ended questions to discover an employee’s acumen”

In coaching as a skill the first two points are techniques for optimizing the effectiveness of feedback and the last 4 are applying emotional intelligence principles.

  1. Feedback  The key to good feedback is asking relevant questions which can be specific or open ended, really listening to the answers, and asking follow up questions if necessary. All of this should be done in a timely way. Motivating can also be a part of feedback where encouragement and sometimes praise is part of the feedback process. Advice or suggestions can also appropriately be given during the feedback process if the task is running into unforeseen problems. The Truth About Feedback.
  2. Decision Making

“To ensure judgments aren’t made in a vacuum, Google has established a routine to help managers make better decisions. This framework includes asking and articulating:

What are you solving for, and is everyone on the same page? (Identify and communicate the root cause.)

Why is it important? (Does it support other business goals?)

Who is the decision maker?

How will the decision be made?

When can people expect a decision? (Keep stakeholders in the loop, and manage expectations.)”

Communicate what the decision is with a reason, why the decision has to be made or why it is necessary and how it supports other business goals, how the decision will be made and by whom, and when the decision will be made. It is basically answering who, what, where, when, and how will a decision be made? A very important omission is how much the decision itself will cost and how much cost will result from making the decision. These are potential planning and implementation costs.

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