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What It Takes To Be A Good Boss



MARC ELKINER What It Takes To Be A Good Boss

When you run a company or have employees, you want to be a good boss.

Employees have a laundry list of what they require from a boss –

  • Communicate meaningfully
  • Recognize and praise
  • Train, mentor, and provide feedback
  • Set up a safe space for failure
  • Leadership and vision are key
  • Offer good career development opportunities

But how easy is it to fulfill this list of criteria?

The co-founder of sharingbox, Marc Elkiner, went through a lot of growing pains when he took his company from USD 20,000 to selling it during the pandemic.

With his business partner Sidney Valenta, the pair started sharingbox in 2013.

Marc built a multi-million dollar company with his team. 

Their photo booth installations have assisted other companies in boosting their revenue and reach in the US by literally thinking outside the box.

Marc created the first cloud-based software to enable pictures to be shared in real-time, a completely innovative approach to the platform. 

His expertise in the field has helped improve interaction, exposure, and engagement for mega brands, including Hermes, Adidas, and Lacoste.

Here is his take on what can help you as a business owner and your employees in the workplace as a result of his own experiences.

 “When it comes to my business partner, our working relationship is integral to supporting the team. I grew up with Sidney. I adore that I work with my best friend and that we are still good friends. 

“It’s a massive deal for us that we were able to go through creating the company together.

“Sidney will always be honest with me. If he thinks I am doing something wrong, he will tell me to stop!

“We are respectful of one another, even if we disagree. At the end of the day, we leave work at work, and it has never affected who we are. That’s important to remember when it comes to everyone on the team.”

“In the beginning, when we began to grow, I got a lot of feedback from the team saying I was very harsh on people and I would get mad very quickly. That didn’t help them! I made sure I changed, and now I’m approaching everything with a more relaxed attitude and a lot more analysis. Whenever something doesn’t work out, I come from the point of ‘let’s learn from it.’

“Another very significant value for me is transparency. I like being very transparent among the team and with the clients.

“We never hide anything from the client. If something is going to be complicated, we let them know we’re working on it and trying to fix it.

There should be respect, even for small things. For example, after a certain hour, you don’t send emails, and where we can, unless it’s an event, we don’t expect people to work weekends. I used to do that myself and expect others to as well.

“Leadership is very important for me, and you must show the teams that you do the work just like they do. 

“You can’t just tell them what to do. You have to jump in to be there to help them.”

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