Welcome back to the Look and Sound of Leadership, an ongoing series of executive

coaching tips designed to help you be perceived in the workplace the way you want to be perceived.

I'm Tom Henschel, your executive coach, and today we're talking about your team's best interests.

This is the second part of a two-part podcast.

After two of Brendan's direct reports transferred to other divisions and another left the company,

I became concerned that Brendan might be the sort of boss reflected

in the saying, people don't quit their jobs, they quit their bosses.

He and I began discussing how leaders can demonstrate they have their employees best interests at heart.

Over time, we discussed 11 different behaviors.

I introduced five in last month's podcast. Here are the other six. Number one,

be the resource they need.

In an entertainment company, a vice president of operations repeatedly complained to me that she

couldn't get on her boss's calendar.

Instead she resorted to lengthy emails that she suspected went unread.

In a financial management company, a department head was responsible for weekly reports that the

traders and risk managers used.

He worked almost every weekend because data from one group was consistently delivered late.

When his

boss in that group failed to address the problem, he asked his boss to exert pressure on that group's boss. But nothing changed.

In a retail company, a director believed her promotion was imminent.

All she needed was for her boss to sign off on her performance review.

The problem was that she'd worked for her boss for four years

...