Picture this: You’ve just promoted your star performer to manager. Six months later, they’re struggling, their team is frustrated, and you’re wondering what went wrong. Sound familiar? This scenario plays out in countless organizations because we assume that being great at a job automatically translates to being great at managing others who do that job. It doesn’t.
This is precisely why Gino Wickman and René Boer wrote “How to Be a Great Boss.” After years of implementing EOS (Entrepreneurial Operating System) in hundreds of companies, they noticed a pattern: even organizations with clear vision, strong processes, and the right people in the right seats struggled when their managers didn’t know how to truly lead and manage. This book fills that crucial gap, providing a practical roadmap for becoming the boss your team needs and deserves.
In a world where Gallup reports that managers account for 70% of variance in employee engagement, and where bad bosses are the number one reason people quit their jobs, this book isn’t just helpful—it’s essential. Whether you’re a new manager feeling overwhelmed or an experienced leader looking to level up, “How to Be a Great Boss” provides the tools and insights you need to transform from a mediocre manager into a truly great boss.
Understanding EOS and the Boss’s Role Within It
For those new to EOS, the Entrepreneurial Operating System is a comprehensive business framework that helps companies achieve vision, gain Traction, and build healthy teams. It focuses on strengthening Six Key Components: Vision, People, Data, Issues, Process, and Traction. While EOS provides the structure for organizational success, it’s the bosses—the managers and leaders throughout the organization—who make it actually work.
“How to Be a Great Boss” zeroes in on a specific but critical aspect of EOS: the relationship between bosses and their direct reports. While other EOS books like “Traction” focus on implementing the overall system, or “Rocket Fuel” explores the Visionary/Integrator relationship, this book tackles the day-to-day reality of managing people within the EOS framework.
The book’s unique perspective is that being a great boss isn’t about charisma or natural talent—it’s about mastering specific, learnable skills. More importantly, it shows how these skills integrate with EOS tools to create a management approach that’s both systematic and deeply human.
The Five Leadership Practices
At the heart of being a great boss are five essential leadership practices. These aren’t abstract concepts but concrete behaviors that great bosses exhibit consistently:
1. Giving Clear Direction
Great bosses ensure their people know exactly what’s expected of them. This goes beyond job descriptions to include:
- Clearly communicating the company’s vision and the employee’s role in achieving it
- Setting specific, measurable expectations for both results and behaviors
- Ensuring alignment between individual goals and Company Rocks (90-day priorities)
- Providing context for why tasks matter, not just what needs to be done
The book emphasizes that unclear expectations are the root of most performance issues. When people don’t know what success looks like, they can’t achieve it.
2. Providing Necessary Tools
You can’t expect people to build a house with their bare hands. Great bosses ensure their teams have:
- The physical tools and technology needed for their role
- Access to necessary information and resources
- Proper training and development opportunities
- The authority to make decisions within their accountability
- Time and space to do their best work
This practice requires bosses to be proactive advocates for their teams, removing obstacles and fighting for resources when necessary.
3. Letting Go of the Vine
Perhaps the hardest practice for many bosses is delegation. The metaphor of “letting go of the vine” captures the fear many managers feel when handing off responsibilities. The book provides a practical framework for delegation:
- Start with clear agreements about outcomes and checkpoints
- Delegate one vine at a time to build confidence (yours and theirs)
- Accept that they might do things differently than you would
- Focus on results, not methods (unless methods are critical)
- Resist the urge to take back the vine at the first sign of struggle
True delegation isn’t dumping tasks on people—it’s thoughtfully transferring ownership while providing appropriate support.
4. Acting with the Greater Good in Mind
Great bosses make decisions based on what’s best for the organization, not what’s comfortable or easy. This means:
- Having difficult conversations when necessary
- Making tough personnel decisions when someone isn’t the right fit
- Putting company needs above departmental politics
- Modeling the organization’s Core Values consistently
- Sometimes sacrificing short-term comfort for long-term health
This practice requires courage and clarity about what truly serves the organization’s vision.
5. Taking Clarity Breaks
In our always-on, constantly connected world, great bosses understand the power of stepping back. Regular Clarity Breaks involve:
- Scheduling time away from day-to-day firefighting
- Reflecting on the bigger picture and strategic priorities
- Thinking proactively rather than reactively
- Identifying issues before they become crises
- Reconnecting with your leadership purpose and energy
The book recommends starting with just an hour per week and building from there. These breaks aren’t a luxury—they’re essential for effective leadership.
The Five Management Tools
While leadership practices inspire and guide, management tools ensure things actually get done. The book outlines five essential tools every great boss must master:
1. Keeping Expectations Clear
This tool builds on the leadership practice of giving clear direction but focuses on the ongoing process of maintaining clarity:
- Document expectations in writing (roles, responsibilities, and results)
- Review and update expectations regularly as priorities shift
- Use the EOS Accountability Chart to eliminate role confusion
- Create scorecards with measurable weekly activities
- Ensure expectations align with available time and resources
The book stresses that expectations aren’t set once and forgotten—they require constant reinforcement and adjustment.
2. Communicating Well
Great bosses are great communicators, but this isn’t about being articulate—it’s about creating genuine dialogue:
- Practice active listening (truly hearing, not just waiting to talk)
- Ask open-ended questions to understand perspectives
- Provide regular feedback, both positive and constructive
- Create safe spaces for honest conversation
- Tailor communication style to individual team members
- Follow up to ensure understanding and alignment
The book introduces the concept of “echoing”—having team members repeat back what they’ve heard to ensure true understanding.
3. Maintaining the Right Meeting Pulse
Meetings are where leadership and management intersect. The book advocates for a specific meeting pulse:
- Weekly One-on-Ones: 30-60 minutes of focused time with each direct report
- Weekly Team Meetings: Following the Level 10 Meeting format from EOS
- Quarterly Conversations: Deeper discussions about performance and development
- Annual Reviews: Comprehensive evaluation and planning sessions
Each meeting type serves a specific purpose, and skipping them creates drift and disconnection. The book provides specific agendas and guidelines for making each meeting type effective.
4. Having Quarterly Conversations
Perhaps the most innovative tool in the book is the Quarterly Conversation—a structured discussion that goes beyond typical performance reviews:
The 5-5-5™ Format:
- Review of previous quarter’s performance and Rock completion
- Discussion of what’s working and what’s not
- Core Values assessment (how well they’re living them)
- Roles and Responsibilities review (GWC – Get it, Want it, Capacity)
- Setting next quarter’s Rocks and expectations
These conversations build trust, maintain alignment, and catch issues early. They’re not about judgment but about continuous improvement and support.
5. Rewarding and Recognizing
Great bosses understand that recognition isn’t just nice—it’s necessary. The book provides a framework for effective recognition:
- Be specific about what behavior or result you’re recognizing
- Connect recognition to Core Values and company vision
- Various recognition methods (public, private, written, verbal)
- Make recognition timely—don’t wait for annual reviews
- Ensure recognition is genuine and proportional
- Remember that different people appreciate different types of recognition
The key insight is that recognition isn’t about grand gestures—it’s about consistent acknowledgment of good work and growth.
The Accountability Chart and Right People Right Seats
A significant portion of the book focuses on getting the right people in the right seats—a core EOS concept with specific implications for bosses:
Understanding “Right People”
The right people share your organization’s core values. The book provides tools for:
- Clearly defining and communicating core values
- Hiring based on values fit, not just skills
- Regularly evaluating team members against core values
- Having courage to address values mismatches
- Creating a People Analyzer to objectively assess fit
Defining “Right Seats”
The right seats mean people who GWC their role:
- Get it: They understand the role intellectually and emotionally
- Want it: They’re genuinely motivated by the work
- Capacity to do it: They have the skills, experience, and bandwidth
The book provides detailed guidance on assessing GWC and addressing gaps when they exist.
Making Tough People Decisions
One of the hardest parts of being a boss is addressing people issues. The book doesn’t shy away from this, providing a framework for:
- Identifying when someone isn’t the right fit
- Having honest, compassionate conversations
- Following the “Three Strike Rule” for performance issues
- Making clean, respectful transitions when necessary
- Learning from hiring mistakes to improve future decisions
Common Implementation Challenges
The book acknowledges that becoming a great boss isn’t easy and addresses common obstacles:
The Perfectionist Trap
Many bosses struggle to delegate because no one can do it “as well as they can.” The book challenges this thinking, showing how perfectionism actually limits both boss and team growth.
The Friend vs. Boss Dilemma
Especially for newly promoted managers, balancing friendship with leadership can be challenging. The book provides strategies for maintaining warm relationships while still holding people accountable.
Time Constraints
Every boss feels overwhelmed by competing priorities. The book shows how investing time in these practices actually creates more time by developing capable, autonomous team members.
Organizational Resistance
Sometimes the challenge isn’t the boss but the organization. The book addresses How to Be a Great Boss even when your company culture doesn’t fully support these practices.
Integration with Other EOS Tools
One of the book’s strengths is showing how these leadership and management practices integrate with other EOS tools:
- V/TO (Vision/Traction Organizer): Use it to provide clear direction and context
- Rocks: Align individual quarterly priorities with company goals
- Scorecard: Create measurable expectations for each role
- Level 10 Meetings: Maintain consistent team communication
- Issues List: Address obstacles preventing team success
- The People Analyzer: Objectively evaluate values fit
The book shows how being a great boss isn’t separate from EOS—it’s essential to making EOS work.
How Technology Enhances Great Boss Practices
While the principles in “How to Be a Great Boss” are timeless, modern technology can significantly enhance their implementation, especially in today’s hybrid and remote work environments.
Digital Accountability and Visibility
Software solutions can transform how bosses maintain clarity and accountability:
- Digital dashboards that show real-time progress on Rocks and Scorecards
- Automated reminders for quarterly conversations and one-on-ones
- Centralized storage of role descriptions and expectations
- Historical tracking of performance discussions and agreements
- Team visibility into priorities and progress
Enhanced Communication Tools
Technology enables better communication practices:
- Structured templates for quarterly conversations
- Asynchronous updates that respect everyone’s time
- Documented feedback trails for continuous improvement
- Virtual meeting tools optimized for one-on-ones
- Recognition platforms that make appreciation visible
The Role of Purpose-Built EOS Software
While the practices in “How to Be a Great Boss” can be implemented with basic tools, purpose-built EOS software solutions can significantly enhance adoption and consistency. EOS One, as the official EOS platform, is designed to support these specific leadership and management practices within the broader EOS framework.
Clear Expectations Management: The platform maintains living documents of roles, responsibilities, and Rocks. Unlike static documents, these update in real-time as priorities shift. Team members always know what’s expected, and bosses can easily track who’s accountable for what.
The Meeting Pulse Automation: EOS One automates the administrative aspects of maintaining the right meeting pulse. It generates Level 10 Meeting agendas, tracks issues, and ensures follow-through on commitments. This frees bosses to focus on leading rather than note-taking.
The key benefit of using dedicated EOS software is that it reinforces the disciplines and habits that make great bosses. Rather than adapting generic tools or maintaining multiple spreadsheets, bosses can focus on leading while the software handles the administrative complexity. This is particularly valuable for organizations scaling their EOS implementation across multiple teams and locations.
Practical Next Steps for Aspiring Great Bosses
After reading “How to Be a Great Boss,” here are concrete actions you can take immediately:
Week 1: Assessment and Planning
- Complete the Boss Assessment in the book to identify your strengths and gaps
- Schedule your first Clarity Break (even just 30 minutes)
- List your direct reports and assess whether they’re in the right seats (GWC)
- Review your current Meeting Pulse against the book’s recommendations
Month 1: Foundation Building
- Schedule quarterly conversations with all direct reports
- Document clear expectations for each team member’s role
- Implement weekly one-on-ones if you’re not already doing them
- Identify one “vine” you need to let go of and create a delegation plan
- Begin practicing the five leadership behaviors consciously
Quarter 1: Full Implementation
- Conduct your first round of quarterly conversations using the 5-5-5™ format
- Establish a consistent Meeting Pulse with your team
- Create scorecards for each direct report’s role
- Implement a systematic approach to recognition
- Evaluate whether technology tools could enhance your implementation
Ongoing Development
- Join or create a peer group of other bosses implementing these practices
- Read quarterly conversations as two-way development discussions
- Regularly revisit the book’s concepts as your team evolves
- Consider working with an EOS Implementer for additional support
- Track your progress using the book’s assessment tools
Assessing Your Readiness
Before diving into implementation, consider whether your organization is ready:
- Leadership Buy-in: Does senior leadership support these management practices?
- EOS Adoption: Is your company running on EOS or open to its concepts?
- Time Investment: Can you commit to the meeting rhythms and practices?
- Growth Mindset: Are you willing to admit what you don’t know and learn?
- Courage: Are you prepared to have difficult conversations when necessary?
If you answered yes to most of these, you’re ready to begin your journey to becoming a great boss.
The Compound Effect of Great Bosses
The book makes a compelling case that great bosses create a compound effect in organizations. When bosses effectively lead and manage:
- Employee engagement and retention improve dramatically
- Productivity increases as people understand and own their roles
- Innovation flourishes in an environment of trust and clarity
- Customer satisfaction rises as engaged employees deliver better service
- The entire organization becomes more agile and responsive
- Future leaders develop through effective mentorship
Conclusion: Your Journey to Becoming a Great Boss
Remember that scenario from the beginning—the star performer struggling as a new manager? “How to Be a Great Boss” ensures that it doesn’t have to be your story. By mastering the five leadership practices and five management tools, supported by the right systems and potentially enhanced by purpose-built technology, you can become the boss your team deserves.
Being a great boss isn’t about perfection—it’s about consistency. It’s not about having all the answers—it’s about asking the right questions. It’s not about being liked—it’s about being respected for your clarity, fairness, and commitment to the greater good.
The journey from good boss to great boss is challenging but incredibly rewarding. Every Quarterly Conversation that helps someone grow, every delegation that develops new capabilities, every tough decision that strengthens the team—these moments compound into extraordinary results.
Your team is waiting for you to become a great boss. Your organization needs you to become a great boss. Most importantly, you deserve the satisfaction and success that comes from truly mastering the art and science of leadership and management.
The tools are in this book. The support systems, including technology platforms designed for EOS implementation, are available. The only question remaining is: When will you begin your transformation from boss to great boss?
Start today. Schedule that first Clarity Break. Plan that first Quarterly Conversation. Take the first step on a journey that will transform not just your leadership but the lives and careers of everyone you lead. Because in the end, being a great boss isn’t just about business success—it’s about making a meaningful difference in people’s lives while achieving extraordinary results.
