The Importance of Having a Good Boss

One of the most decisive factors in the workplace is having a good leader. Throughout my years of experience, I’ve seen it all: managers who roll up their sleeves and work as part of the team, others who only see numbers, and others who are empathetic and attentive to their people. But it’s clear that the best ones are those who inspire motivation, listen, and understand that the relationship with their team is a give-and-take. No one can give without also receiving.

The problem is that many bosses seem to forget that their attitude directly impacts their team’s mood and productivity. They focus on pointing out others’ lack of motivation, as if it were solely the employees’ responsibility. It’s the same as in relationships, when one person blames the other for everything without stopping to reflect on how they might be contributing to the problem.

In coaching, we talk about the circle of influence. You can’t prevent a team member from going through a difficult time, but you can support them, guide them, and adjust their responsibilities during that stage.

Many people believe that being a good technician automatically makes them a good leader. But knowing how to do your job well doesn’t mean you’re capable of leading a team. Leadership requires different skills that, while they can be learned, go far beyond technical expertise.

A team without shared goals falls apart. And yes, there are managers who feel intimidated by their team’s talent and choose not to listen, as if ignoring the issue would make it disappear. It’s like staying in a relationship full of silence, tension, and distance, hoping everything will magically get better one day.

Communication is key in a team, just as it is in a couple. We need spaces to express how we feel, what we need, and what we see that our leader might not. And yes, it can be uncomfortable. No one enjoys hearing that they could do better. But don’t we always ask for humility, resilience, and teamwork in job interviews? Funny how many leaders later avoid practicing what they preach.

Being a boss means reflecting: What am I contributing? What do I need to improve? What can I listen to without judgment? It’s much easier to give advice than to apply it to ourselves. And that’s where the uncomfortable question arises: What are you afraid of when you imagine that conversation with your team? That they’ll see your weaknesses? Don’t worry, they probably already have. What matters is whether you’re willing to work on them.

If you could observe your team from the outside, what would you see? What would your role model, or the person you aspire to be, tell you? Are your values aligned with those of your team, or are you playing on different sides?

Leading is a great responsibility. Keeping a team cohesive requires clear goals, shared values, and a lot of empathy. Because in the end, the most powerful question at work is always the same: Have you put yourself in someone else’s shoes?

I’ve put together six areas with reflective questions to help you take a closer look at your leadership style and work on what truly matters to your team.

1. Listen actively: it’s not just about hearing, but about asking, validating, and showing that you understand what your team is saying.
   When was the last time your team felt that you were truly listening and not just waiting for your turn to speak?

2. Set shared goals: people need to know where they’re going and how their individual contributions add to the bigger picture.
   How clear is your team about the common goal you’re pursuing? Could they explain it in one simple sentence?

3. Give regular feedback: recognize what’s working and correct what isn’t before it becomes a bigger problem.
   Do you give feedback only when there’s an issue, or also when things are going well? Beyond that, how do you show your team that you’re open to hearing their thoughts on your leadership?

4. Lead by example: you can’t ask for commitment if you don’t demonstrate it yourself.
   If your team mirrored your level of involvement, would you be proud of the result?

5. Be approachable: create spaces where your team can speak without fear of judgment or repercussions.
   When was the last time you actively received feedback about the team’s wellbeing or your own leadership, and what did you do with that information?

6. Practice self-criticism: reflect on how your decisions, attitude, work organization, and even your mood affect the team’s environment, and make adjustments when needed.
   In what ways do you notice your decisions, daily attitude, or way of organizing work influencing your team’s motivation and commitment?

Which point resonates with you the most? Is there one that made you reflect on the kind of leader and person you want to be?