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Roger D'Aprix's "Rate Your Boss" Questionnaire

Bosses: the book

The Rate-Your-Boss Questionnaire


The criteria used by Gallup to assess managerial effectiveness align closely with Roger’s Leader Communication Model. This frames five key questions that bosses must answer for their people:

What’s my job?

How am I doing?

Does anyone care?

How are WE doing?

What’s our vision?

How can I help?

The Boss Rating Questionnaire presents 30 statements whose responses can be aggregated into a single score on a 1 through 5 scale. This can be completed by an individual about their boss, or by team members combining on an assessment, or by someone seeking to understand their own leadership style and performance. The results provide a clear indication of where the boss fits on the scale. More important, they also identify priorities for change and improvement.


1=Very good      2=Good      3=Bad      4=Very bad      5=Ugly


You can download an Excel file containing the questionnaire. This aggregates the score as it’s completed. Or you can set up the instrument in SurveyMonkey or a similar research platform; or through your organization’s own internal research resources. It can be an individual or team exercise. The book offers ideas and approaches for deploying this powerful and highly illuminating tool.

Why good management matters

The Gallup Organization estimates that 'lousy bosses' (their term) represent a $500 billion employee-disengagement problem annually to U.S. business. Why is that? It’s because most bosses learn their role simply by emulating the managers and supervisors to whom they have been personally exposed. Rarely are they deliberately trained or measured against an agreed set of company leadership criteria. And they are often kept in the dark about important company strategy, plans, issues and performance.


In his scathing and illuminating new book, Roger D’Aprix asserts that senior corporate leaders—yes, right up to the executive suite—are guilty of malpractice for ignoring the selection, training, development and ongoing support of this vital group. And yet, these managers, at every level of the organization, exert primary influence on the way employees are engaged and motivated. And employee engagement is the most powerful predictor of organizational performance. Engaged employees contribute discretionary effort and ideas; disengaged employees just ‘get the job done’. The difference in performance is astounding.


Gallup reports that '[Business units] in the top quartile of engagement realize substantially better customer engagement, higher productivity, better retention, fewer accidents, and 21% higher profitability.'

[See Aug 26 2018]

In other spheres of activity would we choose to inflict ill-prepared and motivated leaders and coaches on our talent, especially in an environment of massive and ongoing change? Long concerned about this vital issue, Roger gathered an expert panel to share their own experience with three types of bosses: 'the good, the bad and the ugly.' His findings—and the essential lessons that they illuminate—are contained in his new book, Bosses: True Stories of the Good, the Bad and the Ugly.


Bosses was published by ChangeStart Press on February 17, 2020 and is available from Amazon in print or Kindle editions.