I once had two bosses in the course of one job. Their styles were so different, so educational to me as I considered what kind of boss I wanted to be.

The first boss stormed in from headquarters, assembled a new leadership team (including promoting me!). We went on a retreat and created a mission and goals as a leadership team. It looked great on paper (and my boss’s bosses took note), but when we got back to the business, this went nowhere.

The second boss didn’t do much when he came in from the outside. I thought at first he was, maybe, unsure of himself. I eventually realized he was quietly listening, taking stock, learning, hearing, allowing people to feel heard. He asked lots of questions; for many, we had no answers.

He got people to want to follow him, his actions were based on knowledge, not a want to impress. And he made a lasting impact on our unit.

To be sure, I quickly decided to emulate the second boss. And I think it was the right take.

Action is important. But rudderless action—especially when it’s really for show—is almost always a waste of time. This is especially true when we’re leading change…like when we’re the new boss.

Alignment before action.

Let me know what you think. I look forward to being in touch.

Al Comeaux

PS: In case you’re wondering, the first boss went on to join and run companies that fell behind and had to be sold. The second boss went on to success at two powerhouse companies.