How many times in your life have you had a great boss?
You're unlikely to need lots of fingers to count them.
Your hand may well remain balled into a fist.
It doesn't have to be this way.
The ingredients of a decent manager are not a secret.
They can be learned.
If you'd like to become a better boss or just pass on some advice to the idiots above you,
there's hope.
I'm Andrew Palmer and I write The Economist's weekly column on management.
I'm back with a second season of Boss Class.
In the first season, I learned how to hire a team,
how to motivate staff and how to run a meeting well.
This time, I've been gathering tips from inside some of the world's best-known companies.
I'll learn about innovation at Google,
culture at Novo Nordisk and decision-making at Levi's.
I'll hear from CEOs about how they handle crises.
I don't think there's any textbook telling you that it's a great idea to reorganize the whole company two months into a pandemic.
How they test new ideas.
I would say for every pumpkin spice latte,
there were 10 other drinks that are no longer on the menu board.