Both my husband and I have had the privilege of working for supervisors who are known, by name and deed, around the country. The crazy part of these experiences is that neither of us was aware of the widespread prestige of these people until after working for them for a while. It was an interesting evolution of realization into their greatness as we were drawn to the fields through our own interests, and we educated ourselves in ways that positioned us to pursue vital careers. Then, once in the doors, there was so much attention given to us and what we had to offer our respective teams that the status of our leaders wasn’t even “a thing.”

With nationwide attention and accolades, it seems we would have immediately known them. But, that’s not their M.O. Rather, “4 Ways to Build an Extraordinary Company Culture,” could have been written about them. As outlined in the article, here’s why being a part of our supervisors’ teams was (and, is) something very special:

A Shared Vision. When working for these two leaders, there is no question as to the direction the organizations are headed. Every person at every level of the organization is aware of the bigger picture which guides all efforts toward achieving particular goals together. And, when the vision changes in any way, the supervisors communicate the shift allowing everyone within the organization to appropriately adjust, too.

An Environment Of Autonomy. While there are certainly particular administrative procedures or other protocols that must be followed for general functioning, these particular kinds of boundaries are the exception and not the rule. Great leaders takes care hiring people with knowledge and skills sets in which they have great trust. And, they let their people get to work. Great leaders support without micromanaging. If you want to demoralize, or, flat-out annoy, your team, micromanage them. I left a job for which I was very qualified and eager to do after only nine months because, as I have told family and friends, “I was micromanaged right on out of there.” There is little more suffocating to an employee than a supervisor who hovers and tries to control both the process and the outcome. Great leaders allow their teams to take charge of their own tasks allowing unique perspectives, thoughts and courses of action to the table.

Supportive Of Growth. When my husband interviewed with his exceptional leader, one of his personal and professional goals was to earn an advanced degree. Before articulating this desire, during his interview, the person who became his boss stated he wanted to see my husband continue in his education and that he would support a reconfigured work schedule to accommodate it if need be. Truth be told, the support for further education was more like an expectation in that the man hiring saw potential and set the bar high. What an inspiration to have someone for whom you work assume greatness in you.

In my case, I had been working for my boss for a couple of years when she reminded me of the tuition break available to me to earn an advanced degree. In both of our cases, these leaders recognized the professional ceilings we would hit if our education stopped in the place we were hired. And, in my case, an advanced degree likely meant I would work my way out of my current job. My supervisor knew that, but her interest was in mentoring my professional career and not holding me back for her own gain. Great leaders look out for their team members and do whatever they can to support furthering the betterment of those they lead.

An Atmosphere Of Praise. One of the reasons it took a while for both my husband and I to realize the degree to which our supervisors are genuinely renowned is because of all of the time each spends bragging about his or her own team members. And, when praise is given to each of them, they do not accept it without very clear statements about how their success is not possible without the teams they assemble. And, they name names of particular contributions.

This kind of praise doesn’t have to wait for a ceremony. When my husband’s supervisor is thrilled with an outcome, big or small, he sends an email praising the team with specificity. Many of the sentences in that email are punctuated with about 15 exclamation points. I’m not kidding, and it absolutely inspires the team to want to keep the positive momentum rolling. As for my experience, I’ve said it about my former supervisor: I’m confident that each person who has ever worked for her genuinely believe that we are her very favorite employee in the history of her lead because she has made each of us feel that way. Leaders taking them time to praise and support team members is an essential part of continued motivation in an organization.

While the mission of an organization and the work to support it initially attracts people to seek employment in a given place, it’s a culture of support, growth and the ability to truly contribute that retains people and keeps a team strong. The most effective leaders know it’s not all “about them” as individuals. It’s about making sure every person on the team understands how his or her contributions matter. Use these examples to make working in your organization truly exceptional.

EntreLeadership Team. “4 Ways to Build an Extraordinary Company Culture.” EntreLeadership. Lampo Licensing, LLC. 2016. Web. (27 July 2016)

Nancy Stoker is a Senior Client Services Representative and Research Associate with ExecSearches.com.

ExecSearches.com is a job board for nonprofit job seekers interested in fundraising, management and executive nonprofit jobs.

Last updated on January 15th, 2026 at 11:13 pm