The Secret to Being a Better Boss with @GMagenta

Being a manager, or boss, is not easy. Managers need to balance their workload and inspire their team to do their best work. It takes patience, tenacity, grit, even humor to juggle the demands of being the boss.

So, I thought it was important to take time to look at what makes a great boss. I invited author and consultant Gary Magenta, VP of Root. Root is a boutique consultancy that focuses on “strategy execution through people.”® They do phenomenal work in helping organizations set strategy through highly engaging practices.

In this Work That Matters interview, Gary and I use his book The Un-bossy Boss to explore the elements to being a better boss that unlocks the potential in people.

We’ll discuss the key secret to being a great boss. Be sure to listen for the secret. We unveil it at the beginning of the interview.

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Interview Highlights

    • Managers are linchpins, bringing out the best in others
    • Why investing in manager development is key to business and team success
    • How to overcome, “I don’t have enough time to coach my employees”
    • The importance of transitioning from “Yell & Tell” to asking questions
    • Construction of powerful questions

Connect with Gary Magenta & A Few Goodies

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Gary Magenta bio

Twitter: @GMagenta

Root Online Newsletter – Watercooler [no need to subscribe]

“Driving Insights through People” [White Paper PDF]

“Culture Change: Making It Safe for Your People to Take Risks”

 

 

Change Leader | Speaker | Writer Co-founder and CEO of Switch and Shift. Passionately explores the space where business & humanity intersect. Promoter of workplace optimism. Believes work can be a source of joy. Top ranked leadership blogger by Huffington Post. The Optimistic Workplace (AMACOM) out 2015

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    There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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