Bosses are not incentivized to actually be good bosses; that’s the problem.

There are probably about 1.9 million articles on the Internet around how to be the best boss you can possibly be. This morning, when I couldn’t sleep for some reason prior to a brewery fun run, I found one on Fast Company: “The 10 Habits Of Well-Liked Bosses.” It makes some good points — we’ll get to them in a few moments — but I just kept thinking about how many articles exist that purport to make you the best boss possible.

In a way, any best boss convo is total bullshit. Let’s be clear about a couple of things (we’ll elaborate in a second):

• Most bosses are not that good: By some measure, 82 percent of promoted bosses end up being the wrong hire — hardly a best boss deal. Go talk to a SVP and tell them “Hey, we have an 82 percent failure rate within our business.” They’ll smack you clear in the mouth. And yet, they probably do. The thing is … they don’t really care. Any notions around ‘talent strategy’ are a farce — that’s time away from breathlessly analyzing revenue plays!!! — and people tend to be seen as interchangeable, while processes tend to be seen as sacrosanct.
• In fact, most bosses are awful: Here are 12 examples — and here are seven more.

So the sheer fact of the matter is, most bosses aren’t great. The best boss is pretty far…