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Six unsung praises from the boss...
CEOs generally want their top performers to succeed

BY: MICHAEL STERN November 5, 2005


In my line of work, I often talk with senior business leaders about what they expect from their top performers. I also get to meet a lot of those talented employees, but usually to talk about a new job.

Unfortunately, there is a big difference between what chief executives think they're saying, and the message even their best people hear. Are they not communicating consistently? Is bureaucratic static eroding their message? I don't know.

But I do know, if you have ever felt neglected, under-appreciated or unchallenged at work, these are six key things bosses wish their top employees knew:

Speak up
We have all heard about leaders who surround themselves with "yes men," but they are nowhere as common as television would have you believe. The vast majority of the CEOs I know want to hear your feedback -- good, bad or ugly.

There are cautions, of course. You have to follow the appropriate channels. You must speak civilly and without malice. And you should be prepared to back up your opinions, either with facts and figures, or a well-reasoned argument. CEOs tell me they hire their managers and executives for their expertise and opinions, as much as for their on-paper qualifications. So don't be afraid to be heard.

Let me know you're on my team
Even the most open-minded bosses value loyalty. If they make a decision you disagree with, for instance, they expect you to execute the strategy anyway, to the best of your ability. When the chips are down, they need to know they can count on you.

I want you to succeed
Many executives tell me they hear from their bosses only when they have messed up. They think their bosses love nothing better than criticizing and correcting.

There are some pointy-headed nitpickers out there. But most bosses want employees to succeed. They have enough to do without constantly having to review their work. Besides, their staff's success makes them look better.

I am the first to agree bosses should give praise a little more loudly and more often. That said, the leaders I know want employees to succeed and look for ways to reward great performers.

And, if the best way for someone to succeed is to leave the organization (for example, if advancement opportunities are lacking in a particular part of the organization), most are likely to support an employee in that kind of move, even if it means losing the talent to another employer.

It's OK to make mistakes
Managers often put too much pressure on themselves, even going as far as to quash or postpone new initiatives for fear they won't pan out.

Those people would probably be surprised to learn how tolerant the boss is prepared to be -- assuming the initiatives are made in good faith, with due diligence and there is a contingency plan in case things don't work out.

I agree a lot of bosses are wary of promoting this point of view. Inviting too much risk at one time might not be good for their career. But most bosses look with favour on resourceful leaders who will take disciplined chances in order to increase business.

One caveat: Making the same mistake twice could be pushing your luck.

Don't blindside me
If you mess up, fess up. Don't let your boss hear about it from his or her superior. That is how an inoffensive error can get blown into a career-limiting disaster. It's more than an embarrassment for your boss -- it raises questions about your character and judgment.

It is OK to ask for advice
Sometimes even the most intelligent and decisive executives are not sure what to do in a given situation. Yet many see it as a point of pride to "soldier on" without asking for help -- for fear of being considered weak, incapable or wishy-washy.

The sad thing is, your boss probably wants to be asked. Most executives consider their wisdom and experience to be powerful -- and woefully underused -- assets in the organization. They will likely welcome being consulted more often.

Mind you, they will probably want to be consulted on big-picture issues, not trivial details. And they won't want to be advising the same person too often.

But chances are they will look upon anyone smart enough to call on them once in a while as a person of rare instinct and judgment -- and fully deserving of greater responsibility.