What Makes a Good Boss?

Everyone has a picture in mind when they hear the word “boss.” For some, it’s someone who makes confident decisions. For others, it’s a person who listens, supports, and brings out the best in the team. Whatever the image, leadership is rarely just about job titles—it’s often about communication, trust, and how well a message is delivered.

Especially when it’s delivered in English.

In today’s international workplace, strong leadership often means being able to lead across languages and cultures. That doesn’t mean using perfect grammar, but rather using English as a working tool—to present clearly, manage projects, build strong relationships, and navigate challenges with clarity and diplomacy.

Take presentations. A great pitch or briefing doesn’t just list facts—it tells a story, guides the audience, and leaves a clear message. Whether presenting a product or explaining key figures, it’s about making the message stick. Structure, clarity, and persuasive language all play a role—and when working in English, they become even more important.

Managing in English also means leading effective meetings, setting goals that people understand and follow, and talking about performance in a way that’s respectful, direct, and constructive. It means being able to step into a strategy session—or a team coffee break—and feel confident using the right tone and vocabulary.

And sometimes, it’s the informal conversations that matter most: the negotiation that finds a win-win, the chat that resolves a conflict, or the simple ability to connect with a colleague from another culture. These are moments where communication isn’t just technical—it’s social and human.

For some professionals, building these skills might mean individual coaching, taking time to work on personal blockers, gain confidence, and grow in a way that fits their career goals.

Culture Note: Leading à la française… or the British way?

Leadership style can look very different depending on the country.

In France, managers are often seen as strong decision-makers. There’s usually a clear hierarchy, and a top-down approach can bring structure and efficiency. That sense of authority can feel reassuring in complex organisations.

In the UK, leadership often comes with a more collaborative flavour. British managers may use softer language—“Shall we try…” or “Maybe we could…”—even when the decision is already made. It’s not about uncertainty, but about sounding polite and inclusive, and encouraging discussion.

Of course, these differences can lead to a bit of culture clash. A British manager might appear vague to a French team. A French boss could come across as too direct to their British colleagues. But these are just styles—not right or wrong. Understanding them is the first step to working together more effectively.

Being a “good boss” isn’t about having all the answers. It’s about communicating with clarity, adapting to the people around you, and knowing how to lead with both confidence and care—whatever the language.

And in a world where international teams are the new normal, those are skills worth developing.