Amelia and Jayden, both leaders of high-performing teams, were having very different experiences with their new divisional manager (DM).

Jayden complained to Amelia, “I don’t know why the DM keeps asking for so many reports with such detail.  It takes a lot of my time.”

Amelia responded, “The DM is a detailed person.  I organize my team’s metrics into subheads and update him weekly.”

Amelia added, “I also learned that he is not interested in reviewing compliance reports.  He just expects my reports to pass muster.”

Jayden countered, “I insist that the DM review my reports because I know he will hold me accountable for any miss steps.”

While both were committed to the division’s mission, Amelia quickly figured out the DM’s work patterns and complied with them.  Jayden became frustrated because the DM did not operate the way he thought he should.

We know for sure that successful leaders are different, particularly on stylistic matters such as:  written or verbal presentations, spontaneous or regular updates, extensive detail or big-picture concepts, what interests them and how they make decisions.

Boss-staff relationships can be as complicated as the tax code.  Subordinates who develop meaningful work relationships with their managers hone in to their communication and decision-making proclivities.