What does it actually mean to be a standout boss in Brussels
Brussels’ EU policymaking space is a vibrant mix of political aficionados, expats, and experts from all walks of life, each bringing their own experiences, ideas, contacts, and aspirations to the table. If you are open to listening, you’ll find that they bring forward different ways of achieving your organisation’s objectives shaped by their local contexts. They might also challenge you for using the same messaging as everyone else because they are an engaged workforce and everyday activists with social media at their fingertips. Now your job as a leader is to harness this diversity of thought to really practice what we preach about making Europe competitive—not just on the global stage but starting right here, in the heart of the EU.
Just because your organisation operates in a certain way, or you've been conditioned by your previous experiences, doesn’t justify poor people management. Leadership isn’t about wielding power or demanding blind obedience.
If your first reaction to criticism from peers is disbelief or defensiveness, or if you notice colleagues are distressed, indicating a toxic environment, it might be time to rethink your approach to management.
Being a standout boss in Brussels involves more than just overseeing tasks; it entails…
Giving your team members all that they need to deliver their best work. This isn't about micromanaging but enabling them to deliver on objectives in ways you might not have foreseen.
Listening and understanding their perspectives and approaches because you hired them not just to nod along to your ideas. If you're seeking affirmation, you’re not leading; you're dictating.
Clearly communicating your organisation’s priorities, informed by your discussions with working groups, member conversations, and past experiences. That is YOUR homework, not theirs.
Building morale and uniting the team to achieve organisational goals is your job, not your office managers, executive assistants, or HR directors. If office chatter is negative or if you find your team siloed, the first place to look is in the mirror. Leadership is about introspection, not blame.
I mean, basic leadership stuff (not rocket science). Yet, self-reflection or self-awareness seem to be in short supply in our little bubble. But no cause to worry. You are here, now that’s a start.
It’s your one paid job
In a city like Brussels, where policymaking and power play intersect, the concept of being a boss in our very special environment is no different than anywhere else. You might feel overwhelmed, thinking, "Great, Shweta, just add 'good boss' to my never-ending list of roles—somewhere between unpaid check-out assistant at my grocery store (now that its primarily self-checkout) and chief content officer of my household (as I figure out what my kid consumes online)." I get it; your unpaid work plate is overflowing.
But here’s the deal though: being a boss isn’t ticking boxes when HR pushes for performance reviews or when you just want to brag to your peers about your team’s size. The latter absolutely not. It’s not unpaid work—it's the actual job you are hired to do and get paid for.
Management is a choice, not a mandate
If you're viewing people management as just another chore or an additional task on your to-do list, it might be time to ask yourself some tough questions: "Do I really want to manage people? Can I inspire them to give their best? Am I choosing people for their ability to contribute uniquely, or just to follow my orders?" Management isn't for everyone, and that’s okay. If your strengths lie in subject matter expertise, there’s tremendous value in that alone.
Being skilled in your field doesn't necessarily mean you should manage a team. If your peers measure success by whether one manages a team, it's time to reconsider that perspective. If you thrive on deepening your expertise without the added responsibility of leading others, that’s a valid—and valuable—path.
Leadership in Brussels, or anywhere for that matter, isn't about being a policy expert who receives people management responsibilities due to seniority or lack of alternatives. It's about making a genuine impact, guiding your team to success, and growing together. If you find the management hat doesn't fit, it's okay to pass it to someone who truly wants to wear it.
Remember, being a good boss is about making a real difference in the lives and careers of those you lead.
We'll be exploring "How can EU bosses do better?" at our next listening session happening on 24th October. Register if you want to be heard (Plus it helps us ensure there’s enough food and space for everyone!) :)
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