What Your Boss Really Wants From You

My wife and I recently visited an outlet of a higher-end clothing store. We were the only customers there, yet the three “dud” employees hanging out at the counter barely acknowledged us. And when they eventually asked how they could help, it was with the energy and appeal of “Eeyore” from Winnie-the-Pooh. I wanted to recommend they hire a few Chick-fil-A employees to up their game. We had higher expectations from a store of this stature.

We all have expectations of each other, and this includes your boss. She has expectations of you and others on her team. Over the years of consulting with hundreds of organizational leaders, here is what we have found every leader desires most from their team members.

1. They don’t like to be surprised.  

Sometimes surprises are fun, like when your staff arranges a police-escorted drive-by parade for your 60th birthday during a pandemic (yep – that happened). However, your supervisor will not appreciate being surprised by learning, either second-hand or after the fact, of problems, mistakes, changes, or other things related to you and your department. Unwanted surprises can cause a leader to be embarrassed, and embarrassment often results in defensiveness and negative reactions. Practice the “no surprise rule” by keeping your supervisor informed, especially with any issue that can result in him or her being embarrassed or caught off guard.

2. Your character counts.

Many years ago, I was teaching at a university when another employee used some of my content without asking. When I confronted this individual, they did not own up to it or acknowledge it for what it was – a breach of character. I did not trust this person after that. When a supervisor or other team members begin to doubt your character, it can be hard to get it back. Every boss wants people they can trust with their finances, time, quality, customers, and even their name.

3. They really value motivation.

Team leaders love it when they see team members showing initiative. One way to do this is to identify and solve problems. This makes the team look great and advances the mission of the organization. Another way to show initiative is to do more than is expected. In other words, exceed expectations; don’t just try to meet them. Also, pursue new learning and credentialing. Lastly, show relational initiative with both your boss and your peers. Those who model motivation will be looked up to as an asset when compared to those who do the bare minimum or are in “quiet quitting” mode.

4. They want you to know their style, values, and triggers

For any good relationship to survive in the long term, you have to know what makes people tick. This includes your supervisor. Take the time to learn his or her work style. Does he manifest high work energy or low work energy? What are her values? For example, does she value… timeliness? relationships? speed? quality? And, what triggers him? For example… being late? failing to follow through? sloppy dress? grammatical mistakes? By taking responsibility for knowing the leadership style, values, and triggers of your team leader, you will be able to adapt and build greater synergy and credibility.

5. They prefer that you lead with “yes.”

“I don't have time.” “Yes, but…” “No.” These three responses can cause steam to emerge from a leader’s ears. These phrases frustrate leaders and high-performing team members. As leadership coaches, we often find ourselves advising team members to lead with “yes” rather than “no” or other deflecting excuses that lead to inaction or indecision. In one case, we provided feedback to a client that he was being viewed as the “yes, but…” staff member and was losing credibility in his team's eyes because of it. He took this to heart and began to change his behavior by focusing on more proactive and positive responses to those around him, in other words, leading with “yes.” Within a few months, his supervisor shared that the transformation was evident. Of course, we would never recommend leading with yes for inappropriate or unethical requests. That would not be smart.

6. Your loyalty matters.

We expect loyalty from others, so we should show loyalty to others. The natural flow of blame is often upward; however, this seldom leads to team health. Showing loyalty does not mean that you should not practice wise candor with those above you. On the contrary, it means if you have a concern or grievance, you need to be courageous enough to share it with your supervisor in an honest yet respectful manner. Face-to-face and honest sharing can demonstrate loyalty, but gossiping about them with others or going around them to their supervisor can feel like a breach of loyalty. In addition, defending a leader when others are undermining him or her is also a sign of loyalty. Every leader appreciates a loyal team. However, loyalty is not unlimited. It is not appropriate to allow loyalty to the leader to supersede loyalty to the health and well-being of the organization.

7. They expect quality work and follow-through.

Over the years, I have heard some supervisors say, “When I give her a project, I never think about it again.” I have said this myself many times as well. Every leader who has supervisory responsibility wants to have someone they trust to deliver quality work and do what they say. And you would want the same thing if you were the boss. Every boss hires people they hope will do their job well and follow through on their commitments and responsibilities. Every boss will be at their happiest when they do not have wonder, question, or doubt if the job will be done right.

Contact us to learn how personalized coaching can help you anticipate what your boss needs from you.

Jay Desko is the President & CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.