A Better Way to Boss – Exclusive Interview with Leadership Champion Claudia D. Thompson
- Brainz Magazine
- Apr 16
- 4 min read
Claudia Thompson is a leadership consultant, team strategist, and founder of The Business Fabrik, the no-nonsense leadership academy for entrepreneurs who never planned to be bosses. In this exclusive interview, she shares why traditional leadership advice is failing small business owners, how to build stronger teams without relying on perks or pay raises, and what her new book Take Charge is really asking leaders to do.
Claudia D. Thompson, Leadership Consultant
You work with small business owners who never planned to be bosses. What’s the biggest myth you think they’ve been sold about leadership?
The biggest myth? That being a good leader means acting like someone else. Most of the leadership advice out there was written for corporate executives with departments of 200 and a PA to book their calendar. It’s not designed for a founder running a fast-moving team of five, wearing a million hats and figuring things out as they go. Small business owners don’t need fixing. They need a strategy that fits their world. Being a great boss doesn’t mean being dominant or distant. It means showing up as the real you and leading with purpose.
What’s one thing every boss should stop doing and one thing they should start doing today?
Stop avoiding difficult conversations. I get it; they’re uncomfortable. Most of us were never taught how to give feedback or handle conflict, so we do what feels safe: we put it off. But that avoidance doesn’t protect your team; it damages it. If someone is showing up late, creating tension, or not pulling their weight, and you say nothing, the rest of your team will assume you’re okay with it. Slowly but surely, morale drops. The engaged team members start caring a little less because it feels like effort doesn’t matter.
What should you start doing instead? Prioritise 1:1s with your team real ones, not a rushed five-minute check-in. Make them monthly. Make them matter. These aren’t just admin catch-ups; they’re your chance to build trust, understand what’s going on under the surface, and help people feel appreciated. And whatever you do, don’t treat them like something that can be rescheduled whenever something “more important” comes up. If you constantly cancel or move them, you’re sending the message that your people are the lowest priority. Your team is your business. Treat them like it.
If a business is losing great people, what’s the first place you’d tell them to look?
In the mirror. It’s tough to hear, but in most cases, it’s not about “finding better staff.” It’s about culture. Are you giving people clarity, autonomy and purpose? Do they feel appreciated and trusted? Or are they quietly drowning in confusion and resentment? Your team is a reflection of your leadership, for better or worse. So, if you don’t like what you’re seeing, it’s time to make some changes. People don’t leave bad jobs. They leave bad managers.
On that note, what does being a ‘good boss’ actually mean to you?
Being a good boss isn’t about being liked. It’s about leading with intention. Your team doesn’t need another passenger with opinions; they need a captain who knows where they’re going and how to get there. That means being clear about what you stand for, what you’ll tolerate and what kind of culture you’re building.
A good boss is purposeful. They set direction, create clarity and make people feel safe to do their best work. They lead with consistency, not chaos. Being in charge is just a title. Taking charge is a daily decision and your team is waiting for you to make it.
Your new book is called Take Charge. This isn’t just a title - it’s a call to action. What exactly are you inviting readers to take charge of?
I’m asking them to step into their role fully. To realise that being the boss isn’t about control, it’s about clarity. Take charge of your business, your team, your workday, and your mindset. Don’t drift through leadership hoping things will improve. Create the culture you want. Be the kind of boss your team actually wants to follow. And yes, also take charge of your life, your energy, your time, and your boundaries. Because when you feel empowered, your team will too.
What was the moment you realised this book had to be written?
There wasn’t one moment - there were many. I kept hearing the same frustrations from amazing business owners: “My team’s not stepping up,” “I can’t take a break,” “I’m not sure I’m cut out for this.” And I realised no one was speaking directly to them. Most leadership advice felt corporate, patronising, or completely disconnected from the day-to-day reality of running a small business.
I also wrote this book because I’ve seen what happens when great people don’t get the leadership they deserve. I’ve worked in teams where talented, motivated individuals slowly burned out or walked away, not because the boss didn’t care but because they were never shown a better way to lead.
Take Charge is the book I wish someone had handed me years ago but also the one I wish had existed for every well-meaning leader trying to figure it out on their own. It’s honest, practical and deeply human.
If every reader took away one thing from this book, what would you want it to be?
That you don’t need fixing, you just need a strategy. Leadership isn’t a personality trait you either have or you don’t. It’s a series of behaviours, decisions and habits that anyone can learn. You don’t have to be the loudest voice in the room or have all the answers to be a great boss. You just need to lead with clarity, intention and courage. Take Charge is about giving you the tools to do exactly that your way.
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