Cut the leadership bluster and start helping your team

When it comes to good bosses, you (and indeed those you lead) don't need charisma, charm or drama, but instead, you really want someone level-headed under pressure, emotionally intelligent and willing to provide opportunities for you to grow, writes Tomas Chamorro-Premuzic, the chief innovation officer at ManpowerGroup. "In an era where work demands, societal pressures, and the daunting uncertainties of conflict, economic volatility, and advancing AI cast a long shadow, alongside myriad challenges that affect entities globally, leaders must embody serenity and steadiness," Chamorro-Premuzic notes.

Put it into practice: Make things less stressful for your direct reports by being a "boring" boss who clearly spells out expectations, provides guidance and structure, gives actionable feedback and treats them fairly, writes Chamorro-Premuzic. "Bosses are like sports referees: the more you notice them, the worse they probably are."

New leaders can enjoy immediate success if they clearly communicate their vision, can adapt to change and use emotional intelligence to build relationships and empower their teams, writes Naphtali Hoff. "As a new leader, be prepared to pivot, iterate and embrace change as opportunities for growth," Hoff writes.

Put it into practice: New leaders must have the ability to make informed decisions by taking time to gather information and seek diverse perspectives, Hoff writes. Embodying humility and integrity can also set a strong example for employees and build a culture of success.

Improve employee engagement and retention by teaching teams the fine art of communication, whether it's with bosses, peers, direct reports or those outside the organization, writes Indiana Lee, a freelance journalist specializing in business operations, leadership, communication and marketing. "To get the most out of any workplace communication training, it's important not only to be aware of cultural differences in the workplace but also to commit to creating an inclusive workshop experience where everyone feels safe to participate," Lee writes.

Put it into practice: Getting everyone on the same page about what clear, inclusive and caring communication looks and sounds like creates a shared language that minimizes bias and creates a more equitable organization, Lee notes. "Remember, though, that one-off training courses are unlikely to be effective on their own."

When the magnitude of the work you need to do feels overwhelming, career coach and author Luciana Paulise's first piece of advice is to slow down, take a deep breath and try to think clearly about the tasks at hand. Once you can focus, Paulise suggests that you prioritize your tasks at the start of the day, accept a level of "good enough" on work you may be able to go back and improve on later and review your progress at the end of the day and reward yourself for what you've completed.

Edward Elgar's "Pomp and Circumstance March No. 1," routinely played during graduation ceremonies, was first performed at the 1902 coronation of King Edward VII and was written as a tribute to England's power and glory, writes Sam Hindman. The composition was first used at Yale University in 1905 at a graduation ceremony where Elgar received an honorary doctorate, and after it caught on at other Ivy League schools in subsequent years -- and is royalty-free -- schools everywhere began to adopt the tune for graduations.

I've had my share of bad bosses over the years, and we often remember them more readily than the good bosses. Mainly because, as Tomas Chamorro-Premuzic writes, "Bosses are like sports referees: the more you notice them, the worse they probably are."

Those good bosses don't stand out because they made a practice of not standing out. Instead, they gave us steady leadership because their vision and expectations were clear. We knew our role and how to fulfill it. That's the key, of course. Bad bosses keep us off-kilter with ever-changing demands or unpredictable behavior.

In short, the best leaders are boring and barely noticeable until you need their advice. In those moments, they remain predictable, able to guide you in a calm, helpful manner.

As Chamorro-Premuzic observes: "They must stand as pillars of peace, projecting skill and assurance in the now, while also charting a hopeful vision for the future."

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