What are some important qualities of a good supervisor (boss)?
366385
I had a great boss at my last workplace.  Here are some of the reasons why I thought so:\n\n1. Led by example.  He treated the office as a family, cared about the people, and he was personally very committed and hard working therefore, the people tended to be more committed and hard working.  We actually worked with a sister company under the same president and CEO.  just the two division were run day to day by different General Managers.  Yet this culture and attitude of the two divisions was night and day, and I definitely attribute the better working environment to the personality of our General Manager (my boss).\n\n2. Had an open door and fought to get rid of the institutional/corporate roadblocks for me to be able to accomplish my job.\n\n3. Unafraid to make tough decisions and stand up for them.  Overall, I think leadership has a lot to do with character and confidence.  Confident and secure people tend to not be the ones who fly off the handle for no reason and are unafraid to be decisive and not waffle about.
943632
Something great! It's rare to have such a good boss!
559909
OK, first let me seperate good bosses from bad bosses.\n\nBad bosses think they know everything and aren't afraid to tell everyone so.\n\nGood bosses know most things and have experience behind them to back them up.  The key word is most things.  I know that I don't have all of the answers and admit this to my staff.  I rely on them to correct me if I am wrong.  I don't get upset if a staffer tells me I am wrong, I don't feel stupid or worry about feelings if I am told I am wrong.  I want to know the right answer, not the one I think is right.\n\nNow, as far as doing better or doing more, a good boss will explain the reasons behind why they feel this way.  For example, is the oppoorunity for improvement a competency or a metric?\n\nA competency is subjective, such as "Communicates Well With Customers" or "Is Customer-Service Oriented".  A metric is something you can be measured against, such as "Processed x number of orders in a 3-month period" or "Quality/Accuracy is 99.5%" or "Production and Accuracy is above peer norm".\n\nIf the opporunity for improvement is a metric, there are hard numbers that can used to demonstrate, or create a picture, of where you need to be versus where you are today.  You could, for example, process 10 more orders in one month to bring your production up to what is expected.\n\nIf the opportunity for improvement is a competency, the boss should be providing you with behavioral examples of what is expected versus what is acceptable.  Examples such as this would be something like "In the xyz meeting, you didn't speak up about abc.  If you would have spoken up or brought it to our attention, we may not have made this mistake".\n\nI hope that helps, and please feel free to send me an e-mail to dive deeper into what your specific situation is.
1123750
represent your skills honestly and ask for an honest appraisal from boss a good manager likes honesty a good effort and a willingness to communicate tell empoyee to be honest and open to criticism don't be  harsh make recommendations on a human level tryto establish a skills enhancement forum
439968
I am a manager and also have a boss to answer to. I think one of the most important things to have is the ability to listen, and here what is wanted and needed and do your best to get it done. Make sure you boss knows what you are doing to accomplish the task along the way. Keep them involved in progress that is made.
475770
Patience is the key. Other qualities include things like: Friendly nature, the will to be the best, the capability to lead and focus on the topic in hand.
1106069
Well, nobody but you should be answering these questions, but here's a shot at 3 and 4:\n\n3 characteristics that set you apart from your co-workers:\nTeam-oriented: I collaborate well with others to ensure things run smoothly\nA leader: I can take charge of a team to work efficiently toward a common goal\nResults-driven: I strive to exceed my goals and constantly seek ways to improve my results above expectations\n\n4. 3 characteristics I'd like co-workers to have:\nTeam spirit- like myself, I expect my co-workers to work as a team to ensure a smoothly-running operation\nInitative- My co-workers should be able to spot what needs to be done or what could be done differently in order to make sure things run well, and take the initiative to do them\nHard working- a team should be focused on work while they're at work; although a team environment can be fun, the ultimate goal is to always keep pushing ahead and striving for better result
439098
That's something I wish all supervisors would use. Wanna be mine? LOL!  Try, maybe, a point system. Points for attendance, job completion, cleanliness, work ethics and maybe team work. You decide. Give them a time frame and reward them with, maybe cash, time off or a gift. Again, you decide. Be fair, be honest and most of all, be encouraging!  Good luck!
833722
Talk about her personal strengths, for instance; she is a very trust worthy, dependable, hard working and honest person. Give some examples that will justify her good qualities. State how long you've known her and describe qualities that a landlord would be interested in, ex; is she a quiet person, friendly, does she have kids are they well behaved is she married are they a good couple does she have pets are they well behaved, things like that.
418454
All the typical characteristics, such as hard-working, dependable, independent, and creative.  Shows leadership, willingness to do work above and beyond what's necessary to benefit the company, and on and on.  Basically, someone who will benefit the company a bit and doesn't really care about pay.  That's an almost perfect one.  A good one has a few of these qualities and gets along with everyone else, basically.
156876
integrity,a sense of humor, being an attentive listener and supportive\n\n\n:-)
631990
Secretaries need to know how to type well, be familiar with software, be good at spelling and grammar, and have good telephone etiquette. Some need to know shorthand. I was one and I liked it for a while, but I moved up to a better job. Having a good boss helps.
108856
Intelligence, a good command of the language, patience, determined will, good health, stamina, and a certain level of just plain bossiness!
1088055
be good at basics\n\nbe innovative yet real\n\nconnect with the people\n\ngood communication skills ( even writing skills)\n\npositive attitude and pleasent persona\n\nability to cope with any situation with smile
608967
1. Has senior management support and sponsor.\n2. Has gone through business risk analysis.\n3. Has good project management controls.\n4. Has good change management controls.\n5. Has good user interaction/feedback controls.\n6. Has good security management controls.\n7. Has good management reporting system.\n8. Has good return on investment.\n9. Was delivered in time.\n10. Delivered all the functional requirements and users liked it.\n\nMost of all, recognize that it's ususally a judgement call and best of systems typically get assessed again and again by different people in the organization and at different times causing fluctuations in determining what the characteristics of a good management information system is.
159140
Why don't you quit your job so a person with good work ethics can take your place?
732982
1. Competence \n You are knowledgeable in the subject areas relevant to your organization's success; \nYour knowledge is seasoned and tested; \nYou are successful, with a winning track record. \n\n2. Integrity \n You keep your word ... always; \nYou do what is right ... always; \nYou are truthful in your words and actions; \nYou do not tolerate "looking the other way"; \nYou choose the more difficult right over the easier wrong; \nYou have in-depth understanding of others and connect with their struggles to know their own limitations - often this comes from experiencing deep, personal loss and pain, which helps you to gain humility; \nYou guard your principles and convictions; \nWhat you do is a demonstration of who you are; \nYou are honest and admit mistakes. \n \n3. Values \n You establish clear statements of the organization's values to guide the behaviour of employees; \nYou live your organization's values; \nYou audit the organization's adherence to its values; \nYou demonstrate social responsibility to the greater community. \n\n4. Vision \n You have a clear picture of your organization's vision and direction; \nYou foster the development of a common vision for your organization or department; \nYou have a strong sense of direction; \nYou have well-thought-out plans to achieve; \nYou accept public accountability to achieve the plans; \nYou are committed to continuous growth. \n\n5. Passionate Commitment \n You engage people's hearts, emotions, and passions to achieve the organization's vision; \nYou inspire people to work at their full capabilities; \nYou create enthusiasm and a desire to excel; \nYou expect positive results; \nYou have high and sustained energy; \nYou persevere to see plans through to completion. \n\n6. Decisiveness \n You demonstrate sound analyses and timeliness; \nYou have the courage to take risks to achieve superior results; \nYou recognize that decisions are judgements, not consensus on the facts; \nYou make decisions when faced with opportunities. \n\n7. Effectiveness \n You focus on results versus tasks, techniques, and tools; \nYou build on strengths - your people's and organization's resources - not on weaknesses; \nYou work efficiently, making good use of priority and time management tools; \nYou achieve superior results and routinely exceed expectations. \n\n8. Understanding of People \n You listen; \nYou know, respect, and value the concerns and capabilities of others; \nYou care about employees' successes and growth to reach their potential; \nYou are concerned for your employees. \n\n9. Team-Building \n You earn the respect of others; \nYou create group commitment to achieving collective goals; \nYou state expectations with clear specific directions and priorities, resources, limits, measures, and results; \nYou empower others to accomplish results; \nYou guide and support; \nYou address non-performance and conflict; \nYou stimulate employees to reach their potential; \nYou encourage joy in work; \nYou assist employees to change with grace; \nYou encourage contrary opinions; \nYou provide challenging assignments; \nYou acknowledge and show appreciation; \nYou develop future leaders. \n \n10. Self-Confidence \n You are willing to face reality; \nYou are sure of your capabilities; \nYou are comfortable and clear about your limitations; \nYou have a strong sense of your worth. \n\n11. Continuous Learning \n You thirst for new knowledge; \nYou vigorously seek new ideas.