Synopses & Reviews
Now with a new chapter that focuses on what great bosses really do. Dr. Sutton reveals new insights that he's learned since the writing of Good Boss, Bad Boss. Sutton adds revelatory thoughts about such legendary bosses as Ed Catmull, Steve Jobs, A.G. Lafley, and many more, and how you can implement their techniques.
If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS. These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses - and their followers - wanted a lot more than just a jerk-free workplace. They aspired to become (or work for) an all-around great boss, somebody with the skill and grit to inspire superior work, commitment, and dignity among their charges.
As Dr. Sutton digs into the nitty-gritty of what the best (and worst) bosses do, a theme runs throughout Good Boss, Bad Boss - which brings together the diverse lessons and is a hallmark of great bosses: They work doggedly to "stay in tune" with how their followers (and superiors, peers, and customers too) react to what they say and do. The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.
"Want to be a better boss? Unaware that you're a terrible one? Sutton (The No Asshole Rule) is here to help. The cost of callous and cruel superiors is considerable: employees with an abusive boss are more likely to work slowly, make deliberate errors, and even suffer heart attacks. With examples from such diverse workplaces as Pixar and Anchor Steam brewery, Sutton reveals how the best bosses take diverse and intertwined steps to create effective and humane workplaces, and offers tips on taking control, getting and giving credit appropriately, taking responsibility, staying in tune with employees, and squelching your potential inner jerk. Using real-life examples and insight gleaned from 30 years of experience as a manager, Sutton teaches his readers to become the boss employees enthusiastically want to work for. This entertaining, satisfying guide is a wakeup call for bosses everywhere--and a survival guide for those who work for them. (Sept.)" Publishers Weekly (Starred Review) (Copyright PWyxz LLC)
This book is the personal coach that every boss deserves: warm, smart, and freakishly good at translating scientific research into practical tips that will help keep you at the top of your game.--Chip and Dan Heath, authors of Switch: How to Change Things When Change is Hard
I loved this book - immediately my favorite business book. There are so many great principles and ideas to live up to, backed up by real data - it should be every boss' responsibility to read and understand it.--John Lilly, CEO of Mozilla Corporation, producer of the Firefox web browser
Good Boss, Bad Boss does a wonderful job of challenging conventional wisdom while outlining a clear and compelling rationale for thinking differently. From Sutton's useful steps for getting "in tune" with what it feels like to work for you, to evidence that eliminating the negative is more powerful than accentuating the positive, to the importance of demonstrating confidence with the admission that you're not always right. Good Boss, Bad Boss teaches the art and the science of practical leadership for the 21st century. I would consider it a must-read for anyone looking to improve their impact and accelerate their desired outcomes.--Brad Smith, CEO of Intuit
We are damned lucky to have Bob Sutton. While his every word is backed up by significant research, he writes in simple sentences that make enormous sense. Typical in this book, Sutton's little chart in Chapter 3, 'Smart Versus Wise Bosses,' is worth, all by itself, 100 times the price of admission. Good Boss, Bad Boss is as good as it gets.--Tom Peters, author of The Little Big Things and co-author of In Search of Excellence
It has been damn near impossible to find consistently good and objective insight and analysis from business thought leaders. But Robert I. Sutton, a professor of Management Science and Engineering at Stanford and the Stanford Institute of Design (where we have overlapped), is an exception. His new book, out now, is his best to date. Good Boss, Bad Boss is food for thought for managers and leaders in organizations large and small. It is packed with insight, lists of "how to" suggestions, and questions for bosses to ask themselves.--Reuters
If you have a job in the corporate world, chances are you have a boss. Indeed, pretty much everybody has a boss, whether it's someone at the supervisory, managerial, or executive level.
And if you're like everybody else, you know that keeping your boss happy with your performance is a major focus of your daily corporate life and career.
Problem is -- and as Bob Sutton made clear in his classic THE NO ASSHOLE RULE - too many of us work for bosses who are jerks. And that's the starting point of BOSS.
Based upon the thousands of letters, emails, and conversations Sutton has received since the publication of THE NO ASSHOLE RULE, he now focuses his common sense approach on what it is that truly distinguishes the great bosses in our world from the ones who are just good, so-so, or even worse.
Using real-life case studies, the latest psychological research, and a thorough scan of the pertinent literature, Sutton delivers a pinpoint accounting of what the best bosses do on a daily basis. In short, Sutton delivers the first blueprint manifesto for anyone who has ever been elevated into a position of authority -- or for those who have to suffer because of those bosses who just don't get it.
The author of "The No Asshole Rule" now focuses his commonsense approach on what it is that truly distinguishes the great bosses of the world from the ones who are just good, so-so, or even worse.
About the Author
Robert Sutton is Professor of Management Science and Engineering at the Stanford Engineering School. The No Asshole Rule was a New York Times and Wall Street Journal bestseller.