The greatest stroke of luck in a career is the quality of your early mentors. I have been fortunate to work with several brilliant bosses, each of whom contributed significantly to my professional growth. Here are the most profound lessons they taught me about work ethic and leadership.
I. The first mandate: Obsession with perfection
My first boss instilled in me the concept of absolute quality control: “Before you submit anything to me, ask yourself: Are you truly proud of it? Does it bring you joy?” He added: “If you haven’t lost sleep and wrestled with your creation, don’t bring it. You must be able to assert that you gave it your absolute best.”
Initially, I resented him. For one report, he forced me to revise it dozens of times—down to the commas, phrasing, and the precise meaning of every sentence. I argued furiously, but he persisted. When the final report was done, I finally understood: I was genuinely proud of it.
This experience taught me to despise mediocrity. I now tell my own staff: “I accept mistakes, but you must be extremely serious about your work. Never be sloppy or casual.” If you are easy on yourself, that habit will destroy your career. I often ask my team: “Have you lost sleep over this task? If not, start over.”
II. The second mandate: The prudence of retreat
Another boss taught me to weigh the cost of conflict: “Before you engage in something controversial, illegal, or overly resource-intensive, ask yourself: Is it worth the effort?”
This applies to everything: Is it truly necessary to win this M&A negotiation at all costs, or is walking away the smarter, less stressful option? Is it worth winning an argument with a colleague just to prove you are smarter? Is this lucrative deal worth the resulting chaos and legal complexity?
I learned to practice self-restraint and walk away from unnecessary rivalries or costly ventures. Whenever I feel rage or the urge to fight, I pause and think: “Is this necessary, and is it worth it?” If I must act, I go all in. If I can let it go, I do.
III. The third mandate: Leaders do not nickle-and-dime their staff
My third boss emphasized the moral duty of leadership: “Being a leader is difficult; it is not a joke.” He taught me that if you claim the authority to lead and protect others, you must not squabble, nitpick, or demand petty favors from your subordinates. Be inclusive and generous with your team’s mistakes.
He practiced what he preached: he would drive his own car, pay for his staff’s meals, and never expected them to serve him. He ignored minor social faux pas that other supervisors would have seized upon. Consequently, he was respected as fair and transparent.
I learned that leaders must avoid making subordinates feel obligated to run errands or engage in forced flattery. I now tell my team: “In the office, you report to me. Outside of work hours and professional tasks, we are equals. You are not required to serve or fetch anything for me.”
IV. The fourth mandate: Never be the smartest person in the room
I have attended countless meetings where a CEO or Chairman monopolized the floor, talking incessantly. Often, before a presentation was even finished, the executive would scowl, making subordinates guess whether their content met the boss’s approval. This creates a toxic environment where employees grow resentful and cease contributing.
A boss who constantly dominates the discourse risks turning his employees off. “Only a foolish boss is the smartest person in the room.” No one wants to work for a leader who makes them feel perpetually inferior and incapable of contributing. If you are always correcting and one-upping your staff, you create a culture of silence and low self-worth.
Your job as a leader is to listen, ask questions, and create space for others to contribute, not to prove your superiority.
V. The fifth mandate: Love yourself and empower others
When I was a new manager, my father warned me: “Why are you constantly exhausted? If you are always working day and night, how can you call yourself a leader? Go get a job instead of torturing yourself.”
I finally realized that my exhaustion was self-inflicted: I hoarded work and failed to delegate. I was hurting myself and, worse, hurting my employees by not trusting them to handle things.
My father’s wisdom: “Release the reins. See if the situation is truly as busy as you make it, or if you are simply grabbing everything.”
I learned that if I failed to respect and prioritize my own well-being, I could not genuinely respect my company or my employees. Now, I delegate, set boundaries, and choose only the most critical tasks. I go to the gym, read, and play golf.
In turn, I spare my staff unnecessary demands, granting them the time to refresh, which ultimately makes them far more effective.
“The one who does not love and cherish themselves should not believe they can love the company or respect its employees.”
