On being a good (or better) boss

Heaven knows, I try to be a good boss. I try to be a good writer, too, but often I don't hit the mark.

This story in today's NYTimes Biz section about Google's study of what makes good bosses is nothing less than inspiring.

“Have a clear vision and strategy for the team.”

“Help your employees with career development.”

“Don’t be a sissy: Be productive and results-oriented.”

The list goes on, reading like a whiteboard gag from an episode of “The Office.”

One business leader on 'self-awareness'

My favorite newspaper is The New York Times. Of course, my favorite issue of the week is Sunday. There are sections of the Sunday Times that can be savored all week long -- or longer if I don't stay on top of things (last week's magazine section is still in the "I'll-get-to-it-soon" reading pile). But I've just realized that my favorite sections of the Sunday Times are Sunday Business and Week In Review.

And my favorite part of those is the "Corner Office" column on page 2 of Business.

Each week, a CEO or top-level biz exec answers a series of very straightforward questions about leadership: What was it like the first time as a manager? What questions do you ask in an interview? How do you hire?

The questions are mundane and similar week to week, but the answers surprise and delight. They make me marvel at how similar -- and how different -- top-level managers think and act.

A line today that struck me, in answer to a question about what skills Laura Ching, co-founder and Chief Merchandising Officer of TinyPrints.com looks for:

"... I also want to get a sense of [the person's] emotional I.Q. Self-awareness is really big for me. When it comes to the review period, I'll evaluate you, and you'll evaluate yourself. Some people are right on in terms of their performance -- or even better, their worst critic -- and I think it says a lot about their maturity and their insightfulness and wanting to get better."