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Business. Management. Nonfiction. HTML: 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..… (more)
User reviews
Easy to read, and practical.
In this book, Sutton proposes that we can learn from both good bosses and bad bosses. His advice is consistent with the research on effective leadership and is illustrated with lots of examples. Here's some advice for bosses:
“Bosses ought to be judged by what they and their people get done and by how their followers feel along the way. . . . The best bosses balance performance and humanity, getting things done in ways that enhance rather than destroy dignity and pride.”
Fight as if you are right, listen as if you are wrong. “The best bosses dance on the edge of overconfidence, but a healthy dose of self-doubt and humility saves them from turning arrogant and pigheaded."
And an especially relevant piece of advice for employees:
Protect yourself from the energy suckers. “I’ve urged people who work for nasty bosses to practice the art of emotional detachment, so those creeps wouldn’t touch their souls.”
My only complaint is that the goal of the book was broad. As a result, I came away with a list of tips, but no clear overarching message. Still, if you like to pick up a leadership book from time to time, this one is both lively and evidence-based.