The Success of Good Boss

Good Boss research and practical experience have both clearly demonstrated that, regardless of the nature of the organisation or the level of management, employees value the same types of positive behaviours from their bosses. Good Boss has therefore been able to work successfully with a wide range of organisations including Marks & Spencer, the Co-operative Society, Somerfield, Devon Care Homes and the specialist technical recruitment company CBS Butler.
Key to this success are:

	Emphasis on delivering and measuring results.
	Detailed individual analysis of each boss’s strengths and weaknesses
	Focus on the 7 key ways a boss can improve their results by managing their people more effectively
	Tailored development programmes that address your organisations specific requirements.

1. Emphasis on delivering and measuring results.

	Now, more than ever before, effective people management is a win / win /win for the organisation, the
	boss and the employee.
	Organisations will and should only invest in these activities if actual financial benefits are both delivered
	and are seen to be delivered.  The Good Boss Questionnaire is one of the few tools available that can
	measure the financial impact of a training programme or investment initiative.
	Good Boss programmes deliver:
	-  reduced absenteeism
	-  reduced employee turnover thus saving the time and cost of recruiting and retraining replacements
	-  increased employee motivation which leads directly to performance improvements that support the
	objectives of each organisation
	A review of progress towards desired objectives at both individual and organisational levels is carried
	out regularly throughout a programme to maintain focus on  intended outcomes.
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2.  Detailed individual analysis of each boss’s strengths and weaknesses

	Every boss manages their people differently and their personal improvement depends on a clear
	understanding of their own strengths and weaknesses
	The Good Boss Questionnaire (GBQ) is a thoroughly researched and validated psychometric tool. It
	measures bosses on 14 different behaviors grouped into 7 different areas, which are critical if a boss
	is to effectively manage those who work for them
	The GBQ is completed by the boss and some or all of his direct reports (whose individual responses
	are completely confidential).
	The GBQ report provides the “boss” with a detailed description of the impact of their strengths and
	weaknesses and can be the basis for either individual or team development programmes.
	Re-testing at a later date can demonstrate improvements made by individual bosses.
	Where it is not possible or not appropriate to involve direct reports, a “boss-only” questionnaire can be
	used (the QSR – Questionnaire Self-Report – which is based on the same research as the GBQ).
	At team and organisational levels, senior management receive real insight into the collective impact of
	bosses on the morale and motivation of “front line” employees.
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3. Focus on the 7 key ways a boss can improve their results by managing their people more effectively.

	Good Boss research and practical experience have both proven that, regardless of the nature of the
	organisation or the level of management, employees value the same types of positive behaviours from
	their bosses.
	Some people argue that it is not possible to “learn” how to be a good boss or manager -  you can only
	experience it through observing good role models. We disagree...
	Good Boss has demonstrated that it is possible to learn how to be a highly effective boss and has
	developed a 7 factor framework (The Good Boss Model) which describes the specific behaviours
	shown by good bosses, and is easily understood, remembered and put into practice.
	The Good Boss Model helps individuals and teams to prioritise the positive behaviours that they most
	need to develop in order to drive performance improvements and cost savings.
	The Model is directly linked to the output from the Good Boss Questionnaire. It is possible to target
	improvements in specific areas and assess the improvement by repeating the GBQ at a later date.
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4. Tailored development programmes that address your organisation’s specific requirements.

	Sustained improvements in performance are best achieved by programmes which are designed to meet
	the specific needs of your organisation.
	Good Boss has created a range of specialist development activities, all of which are designed to realise
	the benefits to be gained from a workforce motivated by good bosses. These programmes can be used
	with individuals, teams or the whole organisation.
	The programmes vary greatly in nature and all focus on ensuring the sustained development of bosses
	to manage their people. This, in turn, enables them to deliver significant and measurable business
	improvement.
	Some programmes meet specific needs. “Right-start” for instance focuses on giving graduates or first-
	line supervisors the ability to be effective bosses from the first time they take on managerial or
	supervisory responsibility.
	In most cases participants take the GBQ at the start and end of the programme as one element of
	measuring its impact.
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