Connect with Me
Scholz Leadership Development: What We Do
Subscribe to Leader Snips, the Blog by Email
-
RSS Links
About Me
Chip Scholz
Head CoachChip Scholz is Head Coach of Scholz and Associates, Inc. He is a nationally recognized executive coach, public speaker and author. He is a Certified Business Coach and works with CEO’s, business owners and sales professionals across North America.
Chip has written for a number of business and trade publications. 2009 saw the release of his first book project, “Masterminds Unleashed: Selling for Geniuses.” His second book, with co-authors Sue Nielsen and Tracy Lunquist, “Do Eagles Just Wing It?” was published in 2011. His next book "Clear Conduct" is due in 2013.Do Eagles Just Wing It?
Buy a copy of Do Eagles Just Wing It? here!
Masterminds Unleashed: Selling for Geniuses
Buy a copy of Masterminds Unleashed: Selling for Geniuses here!
-
Recent Posts
Recent Comments
- Joao Marcelli on The Pros and Cons of Consensus Leadership
- Wishwallca on Top 10 Sites to Track your Goals Online
- Ten Things: Building Your Executive Presence In-House | Ten Things You Need to Know as In-House Counsel® on Executive Presence: The Trust Factor
- Victor Crain on A 65-Year-Old Thanksgiving Message for Today’s World
- Jay Jorgenson on 10 Reasons for Managers to
Use Coaching Conversations
Categories
Archives
- September 2021
- July 2021
- April 2021
- March 2021
- December 2020
- November 2020
- October 2020
- June 2020
- May 2020
- April 2020
- March 2020
- January 2020
- December 2019
- November 2019
- October 2019
- September 2019
- August 2019
- July 2019
- June 2019
- May 2019
- April 2019
- March 2019
- February 2019
- January 2019
- December 2018
- November 2018
- October 2018
- September 2018
- August 2018
- July 2018
- June 2018
- May 2018
- April 2018
- March 2018
- February 2018
- January 2018
- December 2017
- November 2017
- October 2017
- September 2017
- August 2017
- July 2017
- June 2017
- May 2017
- April 2017
- March 2017
- February 2017
- January 2017
- December 2016
- November 2016
- October 2016
- September 2016
- August 2016
- July 2016
- June 2016
- May 2016
- April 2016
- March 2016
- February 2016
- January 2016
- December 2015
- November 2015
- October 2015
- September 2015
- August 2015
- July 2015
- June 2015
- May 2015
- April 2015
- March 2015
- February 2015
- January 2015
- December 2014
- November 2014
- October 2014
- September 2014
- August 2014
- July 2014
- June 2014
- May 2014
- April 2014
- March 2014
- February 2014
- January 2014
- December 2013
- November 2013
- October 2013
- September 2013
- August 2013
- July 2013
- June 2013
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011
- December 2010
- November 2010
- October 2010
- September 2010
- August 2010
- July 2010
- June 2010
- May 2010
- April 2010
- March 2010
- February 2010
- January 2010
- December 2009
- November 2009
- October 2009
- September 2009
- August 2009
- July 2009
- June 2009
- May 2009
Managing Your Quiet Boss
I’ve been writing about this in recent posts. The more I listen to the stories my clients tell me, the more I appreciate how hard it is to deal with some bosses. It’s difficult to appreciate the pressures on the leader unless you’ve had that position. And yet, sometimes the boss can’t see how their behavior impacts others.
Drawing quiet bosses out of their shells takes patience and understanding. The best approach to helping them feel safe in relationships is to be professional and straightforward, holding back emotional responses or subjective language. Quiet bosses need to know they can collaborate with low risk and enjoy the process with a sense of comfort and productivity. Repeated positive experiences lower their walls.
Offer to help with tasks and ask how they prefer them to be done. Your quiet boss will gradually see the benefits of involving others in their work. Giving positive feedback on how you enjoyed the process offers further encouragement.
Don’t be afraid to ask for help or training; they value expertise, and your request will build rapport and open doors.
Be sensitive to their need for structure and planning. Ask for appointments; don’t ambush them with spur-of-the-moment issues. Quiet leaders hate surprises, so inform them of significant issues as soon as you’re aware of them. Present important details in a calm, objective fashion. You’ll earn their trust with other issues that crop up, and they may learn to collaborate with you in solving them.
Quiet bosses may lack the people skills that many consider necessary for effective leadership, but they nonetheless often find themselves in positions of authority. While they may seem like fish out of water in some respects, they can be coached and encouraged to expand their comfort zones, grow their trust and engage others.
What do you think? How do you manage your quiet boss? You can call me at 704-827-4474; let’s talk. And as always, I can be reached here or on LinkedIn.
Related posts:
Be Careful What You Wish For…