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Buen jefe, mal jefe
El coste de los jefes ineptos y agresivos es enorme; sus equipos trabajan más torpemente, cometen errores, e incluso sufren más problemas cardiacos. A partir de numerosos casos y ejemplos de las más variadas empresas, Sutton muestra cómo los mejores jefes crean entornos de trabajo eficaces y humanos.
Buen jefe, mal jefe representa una herramienta única para todos aquellos que han recibido la responsabilidad de dirigir a otras personas, y una tabla de salvación para quienes tienen la desgracia de soportar a un jefe que no está a la altura.
Buen jefe, mal jefe representa una herramienta única para todos aquellos que han recibido la responsabilidad de dirigir a otras personas, y una tabla de salvación para quienes tienen la desgracia de soportar a un jefe que no está a la altura.
272 pages, Paperback
First published January 1, 2010
396 people are currently reading
4933 people want to read
About the author
Robert I. Sutton
30 books269 followersRobert Sutton is Professor of Management Science and Engineering at Stanford and a Professor of Organizational Behavior, by courtesy, at the Stanford Graduate School of Business. Sutton studies innovation, leaders and bosses, evidence-based management, the links between knowledge and organizational action, and workplace civility. Sutton’s books include Weird Ideas That Work: 11 ½ Practices for Promoting, Managing, and Sustaining Innovation, The Knowing-Doing Gap: How Smart Firms Turn Knowledge into Action (with Jeffrey Pfeffer), and Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management (also with Jeffrey Pfeffer). His most recent book is the New York Times and BusinessWeek bestseller The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t. His next book, Good Boss, Bad Boss: How to Be the Best … and Survive the Worst, which will be published in September 2010 by Business Plus.
Professor Sutton’s honors include the award for the best paper published in the Academy of Management Journal in 1989, the Eugene L. Grant Award for Excellence in Teaching, selection by Business 2.0 as a leading “management guru” in 2002, and the award for the best article published in the Academy of Management Review in 2005. Hard Facts, Dangerous Half-Truths, and Total Nonsense was selected as the best business book of 2006 by the Toronto Globe and Mail. His latest book, The No Asshole Rule, won the Quill Award for the best business book of 2007. Sutton was named as one of 10 “B-School All-Stars” by BusinessWeek in 2007, which they described as “professors who are influencing contemporary business thinking far beyond academia.” Sutton is a Fellow at IDEO and a member of the Institute for the Future’s board of directors. Especially dear to his heart is the Hasso Plattner Institute of Design, which everyone calls “the Stanford d.school.” He is a co-founder of this multi-disciplinary program, which teaches, practices, and spreads “design thinking.” His personal blog is Work Matters, at www.bobsutton.net.
Professor Sutton’s honors include the award for the best paper published in the Academy of Management Journal in 1989, the Eugene L. Grant Award for Excellence in Teaching, selection by Business 2.0 as a leading “management guru” in 2002, and the award for the best article published in the Academy of Management Review in 2005. Hard Facts, Dangerous Half-Truths, and Total Nonsense was selected as the best business book of 2006 by the Toronto Globe and Mail. His latest book, The No Asshole Rule, won the Quill Award for the best business book of 2007. Sutton was named as one of 10 “B-School All-Stars” by BusinessWeek in 2007, which they described as “professors who are influencing contemporary business thinking far beyond academia.” Sutton is a Fellow at IDEO and a member of the Institute for the Future’s board of directors. Especially dear to his heart is the Hasso Plattner Institute of Design, which everyone calls “the Stanford d.school.” He is a co-founder of this multi-disciplinary program, which teaches, practices, and spreads “design thinking.” His personal blog is Work Matters, at www.bobsutton.net.
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Displaying 1 - 30 of 261 reviews
October 28, 2012
After reading Sutton's previous work the "No Asshole Rule", this is definitely the stronger work. If you read Good Boss, Bad Boss, DO NOT read the previous work as Sutton incorporates much of his other work here with much more substance.
Overall, a well written and practically applicable Leadership Manifesto. Keen observations on the corruption of power, and how to keep yourself both human and accountable to those you lead. Excellent observations, case studies and citing examples of infamous leaders who either excelled or struggled with the principles at work.
The book made me take a hard look at the leadership dynamics in my workplace and the effect on levels of trust, respect and motivation of those under their guidance. I could quote most of the book, but a few simple takeaways:
"The main test is whether or not followers believe their boss has got their back."
"Great bosses avoid burdening their people...ask youself, what can I do to help my people travel through the day with fewer hassles?"
"If you want to grab power and don't care much about your people, schedule a lot of meetings and make sure you arrive a little late, barely paying attention when you do arrive."
"Sometimes, however a boss can avoid open disobedience by simply ignoring a superior's idiocy and doing what is best."
"There are times when every boss must do things that hurt others. But there is a big difference between what you do, and how you do it."
"The best bosses know it is better to give people explanations they dislike, than no explanation at all."
"What you have done in the past colors how people respond to the moves you make. Once people believe you are a liar, all authentic prediction, understanding, control and compassion in the world may not be enough to save you."
"Bosses who successfully enlist others to help them avoid and reverse power poisioning usually have a history of treating people with respect and listening to and learning from criticism rather than getting defensive and shooting the messengers. If you are a boss, urging colleagues to deliver bad news isn't enough; you need to react with grace and try to change when they call you a jerk."
"Embarrassment and pride are the most powerful antidotes to asshole poisioning. When you look back at how you've treated followers, peers and superiors, will you have earned the right to be proud of yourself? Or will they believe you ought to be ashamed and embarrased by how you trampled on others dignity day after day?"
"Your success depends on staying in tune with how others think, feel and react to you. Developing and sustaining self-awareness ought to be at the top of the list for every boss. These bosses urge followers to challenge them with enlightening and disconcerting questions."
"The test should be whether people want to work for the boss again, and would enthusiastically choose to do so."
Overall, a well written and practically applicable Leadership Manifesto. Keen observations on the corruption of power, and how to keep yourself both human and accountable to those you lead. Excellent observations, case studies and citing examples of infamous leaders who either excelled or struggled with the principles at work.
The book made me take a hard look at the leadership dynamics in my workplace and the effect on levels of trust, respect and motivation of those under their guidance. I could quote most of the book, but a few simple takeaways:
"The main test is whether or not followers believe their boss has got their back."
"Great bosses avoid burdening their people...ask youself, what can I do to help my people travel through the day with fewer hassles?"
"If you want to grab power and don't care much about your people, schedule a lot of meetings and make sure you arrive a little late, barely paying attention when you do arrive."
"Sometimes, however a boss can avoid open disobedience by simply ignoring a superior's idiocy and doing what is best."
"There are times when every boss must do things that hurt others. But there is a big difference between what you do, and how you do it."
"The best bosses know it is better to give people explanations they dislike, than no explanation at all."
"What you have done in the past colors how people respond to the moves you make. Once people believe you are a liar, all authentic prediction, understanding, control and compassion in the world may not be enough to save you."
"Bosses who successfully enlist others to help them avoid and reverse power poisioning usually have a history of treating people with respect and listening to and learning from criticism rather than getting defensive and shooting the messengers. If you are a boss, urging colleagues to deliver bad news isn't enough; you need to react with grace and try to change when they call you a jerk."
"Embarrassment and pride are the most powerful antidotes to asshole poisioning. When you look back at how you've treated followers, peers and superiors, will you have earned the right to be proud of yourself? Or will they believe you ought to be ashamed and embarrased by how you trampled on others dignity day after day?"
"Your success depends on staying in tune with how others think, feel and react to you. Developing and sustaining self-awareness ought to be at the top of the list for every boss. These bosses urge followers to challenge them with enlightening and disconcerting questions."
"The test should be whether people want to work for the boss again, and would enthusiastically choose to do so."
February 10, 2019
The perfect kind of advice book: simple advice paired with compelling stories, backed up by science.
Favorite tidbits
- Serve as a human shield.
- Explain everything to everyone.
- Give help, ask for help, accept help when offered.
- Ask questions more than you answer questions.
- Give firm yes and no answers - don't teeter or delay. You can always change your mind later.
- Give your people as much credit as possible and take as little as possible.
- Fight as if you are right. Listen as if you are wrong.
- Emotions are remarkably contagious. When people are surrounded by jerks, they usually mimic such behavior...
Favorite tidbits
- Serve as a human shield.
- Explain everything to everyone.
- Give help, ask for help, accept help when offered.
- Ask questions more than you answer questions.
- Give firm yes and no answers - don't teeter or delay. You can always change your mind later.
- Give your people as much credit as possible and take as little as possible.
- Fight as if you are right. Listen as if you are wrong.
- Emotions are remarkably contagious. When people are surrounded by jerks, they usually mimic such behavior...
December 31, 2020
I feel a bit silly giving a management book such a high rating, because it’s just a how-to book, right? But this was exactly the management book I needed, and finding the right one was a quest. First I asked the person I typically turn to for advice on supervisory dilemmas, who gives great advice but recommended books that made me go “huh?” Then I turned to the Goodreads hive mind, which pointed me to a book that gives solid but extremely narrow advice. Finally, I encountered this one browsing my library’s online catalog, which doesn’t sound very promising, but serendipity!
This is essentially a pop-psych book, including lots of studies in the field as well as anecdotes illustrating the author’s advice, which is sensible, humane, and on point. It’s the first management book I’ve found that delves into how the human brain responds to hierarchy: that people with power (even petty power) become less conscious of others, more focused on their own needs and wants, and more likely to believe rules applied to others don’t apply to them, while people lower in the hierarchy are very aware of the activities and emotional states of those above them. I don’t think anyone can properly give leadership advice without delving into what this author calls that “toxic tandem.” And so many workplace problems result from bosses not realizing how their words and actions are magnified by those below them and how subordinates respond to subtle signals, even in relatively non-hierarchical workplaces.
The book also gives such good advice generally that I probably need to put together an outline for reference. It is practical and it’s realistic about the fact that being a great boss takes hard work and dedication. There isn’t just one little trick you can follow, nor is “meaning well” enough. It delves into issues including how to take charge and project the illusion of being in control; how to create space for people to be creative; figuring out what behaviors you’re encouraging and discouraging among staff; how to help people understand what’s most important in their job; the importance of protecting your staff from nonsense and busywork from above; and how to handle tough situations like layoffs. It has less vague fuzziness like “listen to people!” than other such books do—there’s a bit of that because listening is important, but it never wanders off into an ambiguous la-la land.
Overall, I found this very helpful and actionable, though much of the advice would definitely take effort to implement. As it should, because if being a great boss was easy, there wouldn’t be so many lousy ones! I’m sure the author wouldn’t be surprised to hear that I spent half the book thinking “my boss needs to read this!” rather than ruminating on my own failings, but I plan to keep a copy around so I’ll be able to do that as well.
This is essentially a pop-psych book, including lots of studies in the field as well as anecdotes illustrating the author’s advice, which is sensible, humane, and on point. It’s the first management book I’ve found that delves into how the human brain responds to hierarchy: that people with power (even petty power) become less conscious of others, more focused on their own needs and wants, and more likely to believe rules applied to others don’t apply to them, while people lower in the hierarchy are very aware of the activities and emotional states of those above them. I don’t think anyone can properly give leadership advice without delving into what this author calls that “toxic tandem.” And so many workplace problems result from bosses not realizing how their words and actions are magnified by those below them and how subordinates respond to subtle signals, even in relatively non-hierarchical workplaces.
The book also gives such good advice generally that I probably need to put together an outline for reference. It is practical and it’s realistic about the fact that being a great boss takes hard work and dedication. There isn’t just one little trick you can follow, nor is “meaning well” enough. It delves into issues including how to take charge and project the illusion of being in control; how to create space for people to be creative; figuring out what behaviors you’re encouraging and discouraging among staff; how to help people understand what’s most important in their job; the importance of protecting your staff from nonsense and busywork from above; and how to handle tough situations like layoffs. It has less vague fuzziness like “listen to people!” than other such books do—there’s a bit of that because listening is important, but it never wanders off into an ambiguous la-la land.
Overall, I found this very helpful and actionable, though much of the advice would definitely take effort to implement. As it should, because if being a great boss was easy, there wouldn’t be so many lousy ones! I’m sure the author wouldn’t be surprised to hear that I spent half the book thinking “my boss needs to read this!” rather than ruminating on my own failings, but I plan to keep a copy around so I’ll be able to do that as well.
August 6, 2011
Full disclosure: I generally hate business/self-help/leadership books. However, I recently started a new job, and for the first time in my professional life, I’m a supervisor. In an effort to NOT screw this up, I’ve spent the last several weeks skimming a variety of business books, and I also attended a webinar aimed at young managers. Most of the books were predictably boring and ridiculous, but the webinar, led by Bob Sutton, was insightful, entertaining, and full of advice that I might actually be able to use as a new boss. Based on this webinar, I decided to check out his book Good Boss, Bad Boss. This book is billed as a sequel of sorts to Sutton’s most famous book, The No Asshole Rule, but it stands equally well on its own. Sutton isn’t exactly breaking new ground here, but his willingness to come out and say the things that we all know to be true (i.e. the best managers act as human shields and protect their people from the idiocy at the top) is refreshing. The other thing that sets Good Boss, Bad Boss apart from the glut of other business books out there is that Sutton is a realist. He never glamorizes being the boss, and he acknowledges that some things will always be out of your control. He also refuses to fall back on annoying business book cliches about “nurturing your creative spirit” or “visualizing success.” In fact, this book is completely and totally devoid of BS. Instead, Good Boss, Bad Boss is full of practical advice and real-world examples of how different managers, including famous CEOs, have implemented said advice. If the things I’ve written here haven’t sold you on the value of this book yet, maybe this will: Sutton’s book also introduced the term “Bosshole” (Boss + Asshole) into my vocabulary, and he includes detailed instructions on how NOT to be one. I haven’t been a manager long enough to put most of Sutton’s advice into practice, but I do feel more confident in my current role because I’ve read this book. I highly recommend it to anyone who is a boss, wants to be a boss, or likes to read stories about terrible bosses.
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December 31, 2013Though not a lot of people know about it, over the last few years, I've been unwillingly thrust into the role of CEO.
I have a few assistants that help me with things. Scheduling, errands, appointments, correspondance.
But more than that, the charity I run, Worldbuilders, employs people too. It's become far too big for me to handle on my own anymore.
We also run an online store, and that takes more people.
Back in 2008, when I had just one assistant, it wasn't a big deal.
But now, when I employ somewhere between between 6-10 people (depending on how you count them) I am undeniably a Boss.
And you know what? It's hard work. I never understood that before.
So I tried to be a responsible grown up and read a book about how to suck less at being a boss.
I got about halfway through it, then put it down and never picked it up again. And now, six months later, I can't remember a single thing I read.
Ultimately, I think Managerial Acumen is a cross-class skill for me. Hard as I work at it, I'm not going to be as good at it as someone who actually does it for a living.
This is a good revelation for me to have. I'm going to increasingly distance myself from the organizational management of things, and focus on being a useless bumbling artist type that can barely find his ass with both hands.
I think that's more in keeping with my skillset.
I have a few assistants that help me with things. Scheduling, errands, appointments, correspondance.
But more than that, the charity I run, Worldbuilders, employs people too. It's become far too big for me to handle on my own anymore.
We also run an online store, and that takes more people.
Back in 2008, when I had just one assistant, it wasn't a big deal.
But now, when I employ somewhere between between 6-10 people (depending on how you count them) I am undeniably a Boss.
And you know what? It's hard work. I never understood that before.
So I tried to be a responsible grown up and read a book about how to suck less at being a boss.
I got about halfway through it, then put it down and never picked it up again. And now, six months later, I can't remember a single thing I read.
Ultimately, I think Managerial Acumen is a cross-class skill for me. Hard as I work at it, I'm not going to be as good at it as someone who actually does it for a living.
This is a good revelation for me to have. I'm going to increasingly distance myself from the organizational management of things, and focus on being a useless bumbling artist type that can barely find his ass with both hands.
I think that's more in keeping with my skillset.
March 18, 2012
Very disappointing book. Not all leadership books are created equal, but I usually benefit from all of them in some way. However, this one is of the kind that I do not like at all. Its very obvious that the author was trying to make a few bucks here by throwing some good thoughts on leadership in the blender, adding some stories around it and backing it up with stuff he read himself. I really don’t like when there is no coherent theme. He writes the leadership principle he is trying to convey, adds some fluff in form of a story to make it long, and does this throughout the entire book. What a bore. I did not find anything new or exciting in this book that would help me in any way as a leader. Its quite obvious I don’t humiliate people in front of others, or only care about myself, otherwise I would never pick up such a book. There is no strategy outlined here, no wisdom conveyed, nothing. Not recommended.
August 31, 2016
Here, I will save you some time: Don't be an asshole and take naps.
April 11, 2013
This book really helped me learn how to do deal with these minions that I am forced to spend 8+ hours a day with. The chapter on fear tactics was especially helpful and I have already employed #4 and #19 with great success! I feel like a sassy dictator after reading this book. Couldn't recommend it more!!
September 21, 2011
i'm a bit of a font snob, and i'll have to say that i was pretty turned off by the typeface. i bet it was meant to be approachable, but it came across lacking a bit of professionalism, if that makes sense to anyone else out there. i have to get it out there, since it meant that the book and i started out on the wrong foot.
bob sutton is a straight shooter. i've heard him speak before and he's similar in person - what else would you expect from someone who wrote a book called the no asshole rule?
i like his style, but at times, it can be very abrasive. like many business books, i find this one to be a bit name droppy (new word?)
the real gems are in the last 100 pages where bob recounts cases and stories of managers and employees living out the kinds of situations he talks about. i've seen the good and bad bosses in my own workplace, and i think bob gets those characteristics spot on.
i really appreciate that he's out there trying to improve management and the workplace with his examples and tips. he's right that most people can relate to the book because they either have a boss, had a boss or are the boss. this means everyone can find some wisdom in his words.
bob sutton is a straight shooter. i've heard him speak before and he's similar in person - what else would you expect from someone who wrote a book called the no asshole rule?
i like his style, but at times, it can be very abrasive. like many business books, i find this one to be a bit name droppy (new word?)
the real gems are in the last 100 pages where bob recounts cases and stories of managers and employees living out the kinds of situations he talks about. i've seen the good and bad bosses in my own workplace, and i think bob gets those characteristics spot on.
i really appreciate that he's out there trying to improve management and the workplace with his examples and tips. he's right that most people can relate to the book because they either have a boss, had a boss or are the boss. this means everyone can find some wisdom in his words.
October 28, 2017
What a disappointment. Granted, I'm reading this at the same time as Ray Dalio's "Principles", and I'm a devoted student of the excellent podcast Manager Tools (and Horstmann's recent book, The Effective Manager), so perhaps my bar is set a little high. But read those and then compare their advice with the superficial and downright questionable advice you'll find here, such as:
- "Tricks for Taking Charge: ...Interrupt people occasionally, and don't let them interrupt you much... Cross your arms when you talk..." (Pg. 68)
- "If you can't escape the deadbeats, downers, and assholes you supervise, go through the required motions to manage them, but train yourself to care less about them..." (Pg. 121).
There's far better advice out there, and you can be a far better boss than you'll be in applying these techniques.
- "Tricks for Taking Charge: ...Interrupt people occasionally, and don't let them interrupt you much... Cross your arms when you talk..." (Pg. 68)
- "If you can't escape the deadbeats, downers, and assholes you supervise, go through the required motions to manage them, but train yourself to care less about them..." (Pg. 121).
There's far better advice out there, and you can be a far better boss than you'll be in applying these techniques.
August 3, 2010
I will always have mad love for this book - not just because it's interesting and well-written, but because it has introduced me to "Bosshole." A combination of Asshole + Boss. Bwuahahahahahahahaha!
March 10, 2013
Simple, practical advice for how to be a better manager. A solid read.
July 21, 2018
"Great bosses are in tune with what their people need to do great work and experience dignity and pride in the process. The best bosses are patient enough, generous enough, and - when necessary - brave enough to put the needs of their people and their organization first." Good reality check for you as a manager, if you are sufficiently open with your ignorance and denial.
Albert Einstein: "It's not that I am so smart, it is just that I stay with my problems longer."
The path to success is paved with small wins (find them and celebrate them):
As an example a boss reduced groups angst for seemingly impossible delivery by asking them to sort the list of actions into "hard" and "easy" tasks. For each task, he asked who could do it and when they could get it done. Within fifteen minutes the group realized that they could accomplish over half of the tasks in just a few days...
Great bosses battle on their people's behalf - even when they suffer personally as a result.
"The first job of a leader is to define reality" - Max DePree (CEO of Herman Miller)
Teeter-totter syndrome.. one that usually deals with problems that come to him bu keeping them in limbo until someone else makes the decision or until it is too late for a solution.
Wise bosses are devoted to knowing what they don't know.
When people don't feel safe - let alone obligated - to point out concerns, jump in, and correct their boss'es mistakes, then learning and error correction grind to a halt.
"Fight as if you are right, listen as if you are wrong." Karl Weick
Take special care to invite people who are sky, new, or at the bottom of the pecking order to express opinions - and defend them vigorously against personal attacks.
Effective bosses shield people so that they can do their work. Bosses who ask for too much input and assistance make it tough for people to concentrate. "The best bosses let workers work"
If you are a boss, protecting yourself from intrusions may be a lost cause. Henry Mintzberg showed that doing management work requires dozens - sometimes hundreds - of brief and fragmented tasks each day...
Good bosses focus their attention, and their people's efforts, on the small number of things that matter most. The best bosses learn when they can and should ignore the least important demands from others. (Creative Incompetence).
Avoid excess heat and rooms with poor ventilation, it makes people grumpy.
As a boss, you can earn credibility with your people by demonstrating that you will go to war for them every now and then - often over fairly trivial things.
A part of your job is to protect your people when they screw up.
It takes 12-18 months before companies begin to reap the financial benefits from layoffs because of severance costs and negative effects on surviving workers. Often, before the savings kick in, the economy starts to rebound and the company is forced to hire people much like those fired. (Bain's study on SP500 companies).
Taking an afternoon nap, which he claimed helped him maintain wisdom and civility throughout his career. Sir Peter Parker (British Rail)
"Nature had not intended mankind to work from 8 in the morning until midnight without the refreshment of blessed oblivion which, even if it only lasts 20 minutes, is sufficient to renew all the vital forces. " W. Churchill
Asking people if they would like to work for you and would they enthusiastically chose to do so again if they were given the choice.
Great bosses assume they are clueless, insensitive, and selfish - especially if they wield a lot of power over their people or are performing especially well.
Google Project Oxygen (management survey in Google)
What employees valued most were even-keeled bosses who made time for one-on-one meetings, who helped people puzzle through problems by asking questions, not dictating answers, and who took an interest in employees' lives and careers.
Great managers have a "subtraction mind-set". They are always looking to remove bad or unnecessary things.
The number of performance problems a team encounters increases exponentially as the team size increases.
Albert Einstein: "It's not that I am so smart, it is just that I stay with my problems longer."
The path to success is paved with small wins (find them and celebrate them):
As an example a boss reduced groups angst for seemingly impossible delivery by asking them to sort the list of actions into "hard" and "easy" tasks. For each task, he asked who could do it and when they could get it done. Within fifteen minutes the group realized that they could accomplish over half of the tasks in just a few days...
Great bosses battle on their people's behalf - even when they suffer personally as a result.
"The first job of a leader is to define reality" - Max DePree (CEO of Herman Miller)
Teeter-totter syndrome.. one that usually deals with problems that come to him bu keeping them in limbo until someone else makes the decision or until it is too late for a solution.
Wise bosses are devoted to knowing what they don't know.
When people don't feel safe - let alone obligated - to point out concerns, jump in, and correct their boss'es mistakes, then learning and error correction grind to a halt.
"Fight as if you are right, listen as if you are wrong." Karl Weick
Take special care to invite people who are sky, new, or at the bottom of the pecking order to express opinions - and defend them vigorously against personal attacks.
Effective bosses shield people so that they can do their work. Bosses who ask for too much input and assistance make it tough for people to concentrate. "The best bosses let workers work"
If you are a boss, protecting yourself from intrusions may be a lost cause. Henry Mintzberg showed that doing management work requires dozens - sometimes hundreds - of brief and fragmented tasks each day...
Good bosses focus their attention, and their people's efforts, on the small number of things that matter most. The best bosses learn when they can and should ignore the least important demands from others. (Creative Incompetence).
Avoid excess heat and rooms with poor ventilation, it makes people grumpy.
As a boss, you can earn credibility with your people by demonstrating that you will go to war for them every now and then - often over fairly trivial things.
A part of your job is to protect your people when they screw up.
It takes 12-18 months before companies begin to reap the financial benefits from layoffs because of severance costs and negative effects on surviving workers. Often, before the savings kick in, the economy starts to rebound and the company is forced to hire people much like those fired. (Bain's study on SP500 companies).
Taking an afternoon nap, which he claimed helped him maintain wisdom and civility throughout his career. Sir Peter Parker (British Rail)
"Nature had not intended mankind to work from 8 in the morning until midnight without the refreshment of blessed oblivion which, even if it only lasts 20 minutes, is sufficient to renew all the vital forces. " W. Churchill
Asking people if they would like to work for you and would they enthusiastically chose to do so again if they were given the choice.
Great bosses assume they are clueless, insensitive, and selfish - especially if they wield a lot of power over their people or are performing especially well.
Google Project Oxygen (management survey in Google)
What employees valued most were even-keeled bosses who made time for one-on-one meetings, who helped people puzzle through problems by asking questions, not dictating answers, and who took an interest in employees' lives and careers.
Great managers have a "subtraction mind-set". They are always looking to remove bad or unnecessary things.
The number of performance problems a team encounters increases exponentially as the team size increases.
June 16, 2017
This book guides readers to how to become better bosses by describing different bosses’ mindsets and action. The comparison between good and bad bosses gives a direction about how to become better. The good and bad boss definitions are derived by the author based on his years of research in the organizations area. The book first starts with the mindsets of best bosses. In 5 items, it tells how best bosses think. Then, in the second section, it talks about the actions that the best bosses take in 7 different subchapters. In each part, the author describes an action in general terms such as serving as a human shield for the team members and gives sub action items to achieve this goal, such as taking heat off of an employee when there is a mistake and handling the time consuming tasks to free employees' times. In the last and third part, he talks about how being a good boss is dependent on individual’s self awareness and, so, how much this person is willing to get better.
One of the reasons why I like this book is its real life applicability. All the examples are based on real events from the companies the author knows or works with and, so, actions given are very tried and succeeded earlier. They also as mentioned in the books are not time bounded. They are valid for different levels as well as ages. As indicated in the book, even though GenX and GenY have different expectations from life and work, the fundamentals mentioned in this book seems not to be time bounded to one generation.
Having said these, one of my criticism of this books - as it was for The No Asshole Rule - was the organization of the book. There are many places in this book, where I lost the itemized flow. I had to go back and read again to remind me what list A was and how it was different from list B. Similarly, the contexts between different 3 sections were not clearly defined at the beginning of the book and, as a section ended, I had to go back and link different points to each other. I have to admit that this made me read a few chapters over and over again and made me understand them better.
One of the reasons why I like this book is its real life applicability. All the examples are based on real events from the companies the author knows or works with and, so, actions given are very tried and succeeded earlier. They also as mentioned in the books are not time bounded. They are valid for different levels as well as ages. As indicated in the book, even though GenX and GenY have different expectations from life and work, the fundamentals mentioned in this book seems not to be time bounded to one generation.
Having said these, one of my criticism of this books - as it was for The No Asshole Rule - was the organization of the book. There are many places in this book, where I lost the itemized flow. I had to go back and read again to remind me what list A was and how it was different from list B. Similarly, the contexts between different 3 sections were not clearly defined at the beginning of the book and, as a section ended, I had to go back and link different points to each other. I have to admit that this made me read a few chapters over and over again and made me understand them better.
December 13, 2019
I have a hard time reviewing nonfiction self-help books, to be honest. Overall, I enjoyed Sutton's book on how to be a good boss and avoid being a bad boss. The book was heavily anecdotal, and I enjoyed reading the various situations that Sutton used to narrate the marks of good and bad bosses. My favorite snippet had to be the corporate picnic that transformed into a water boarding session.
My overall takeaway from the book was to always look out for your employees and don't be a jerk. I think the book can be boiled down to several salient points like that, and maybe if I was in a management position currently, I would be able to apply more of the nuanced tidbits and advice to my current position. Regardless, I will keep this book in mind and take it into account if I do end up in a management position someday.
So my final rating? 4/5 stars. It's a fun, easy read with entertaining anecdotes and covers a broad swathe of topics that people in leadership should read and consider.
My overall takeaway from the book was to always look out for your employees and don't be a jerk. I think the book can be boiled down to several salient points like that, and maybe if I was in a management position currently, I would be able to apply more of the nuanced tidbits and advice to my current position. Regardless, I will keep this book in mind and take it into account if I do end up in a management position someday.
So my final rating? 4/5 stars. It's a fun, easy read with entertaining anecdotes and covers a broad swathe of topics that people in leadership should read and consider.
April 3, 2024
Good boss, bad boss is something every employee and boss will relate to. Robert relies on first hand research and interviews to develop theories on bossholes and how to tackle them. He goes deep into what qualities constitute a good boss and what measures can be adopted to not go to the other side. This book is for the collections to keep revisiting at different phases of life to reinforce the points raised in the book. The author could have written more details on the startup culture and various modern initiatives of effectiveness 360 feedback and reverse reviews to improve the employee boss relationships. The books tends to get dry sometimes and author could have used humour to forward many of the points.
November 2, 2018
I liked this well enough. The focus on empathy, patience, and emotional intelligence was greatly appreciated as I feel it's a message that needs to be repeated ad nauseum until these leaders get it through their thick skulls.
I found the structure a bit lacking. The chapters and sections were only loosely connected, and the author added a bit too many anecdotes about real-life situations, all of them very similar and often overburdened by superfluous names and organizational detail. The epilogue had some editing issues as well.
I found the structure a bit lacking. The chapters and sections were only loosely connected, and the author added a bit too many anecdotes about real-life situations, all of them very similar and often overburdened by superfluous names and organizational detail. The epilogue had some editing issues as well.
July 14, 2021
Purchased and then tried to listen on audio. First off, while there is some valuable information in this book, there seems to be an awful lot of theatricality suggested. "Get mad!" "Be passionate!". (But not too mad, and not at the wrong time)
Also, there seemed to be a lot of repetition. I would start a new chapter and swear that all of the same words and phrases had been used in a prior chapter
Lastly, this book was more for the big companies with CEOs and dozens of employees. I will keep it around in case I want to skim it, but it just wasn't valuable to me.
Also, there seemed to be a lot of repetition. I would start a new chapter and swear that all of the same words and phrases had been used in a prior chapter
Lastly, this book was more for the big companies with CEOs and dozens of employees. I will keep it around in case I want to skim it, but it just wasn't valuable to me.
April 29, 2018
I’ll be honest here and admit that I didn’t finish the entire book. It seemed repetitive and basic common sense stuff. I should just look at the Bosshole I currently work for and do my best not to be like her. Ok, got it.
April 2, 2019
Enlightening read.
March 11, 2024
Be their defense!
July 3, 2024
The best book on leadership I've read so far. Very practical and full of great advice.
July 6, 2023
Good Boss, Bad Boss: How to Be the Best and Learn from the Worst by Robert I. Sutton, PhD
Over the more than 700 books I have reviewed, this is one of the best. It is well-written, well-documented, and completely relatable. While an academic, Sutton has compiled years of his own organizational research through many companies as well as hundreds of interviews from people with their own stories from all sorts of industries. Whatever his background, Sutton has also penned a book that flows very well and is easy to read. Sutton is a Stanford colleague of Chip & Dan Heath, whose books are also easily readable and practical, and there are clear similarities in style. I've previously reviewed 48 books related to leadership and management and this is the most helpful by far and has something for everyone. Other books are written by leaders or academics with too little experience in too few industries. This book has powerful testimonials from NASA to NASCAR, from Google to Pixar.
The book is the consequence of the author's previous book, The No Asshole Rule, which generated a massive response from random strangers wanting to tell him their story about their own problems at work: "In short, workplace assholes led me to write Good Boss, Bad Boss because I was inundated with so many people who yearned to be skilled bosses and to work for one." Sutton illustrates clearly what "skilled bosses" do, using studies from psychology and business, personal testimonials of employees and managers, and the author's own first-hand observations with companies. I read this book as a middle manager within a lengthy chain of command; someone who manages and mentors other staff without having hire/fire supervisory authority over them, often being the buffer between the mandates of higher officers and the staff.
One of the big takeaways for me was the need to be radically and constantly self-aware. Self-awareness is shown to decrease as power and rank increase. Most bosses, including those who claim to be "Level Five Leaders" are unaware that they're a problem, even while "75 percent of the workforce reports that their immediate supervisor is the most stressful part of their job." Studies are cited showing the ill health effects of people who work for difficult bosses. Employees don't often rate their companies based on senior management or benefits, but rather how they feel treated by their immediate supervisor. "(P)eople do not quit organizations, they quit bad bosses." The author explains various types of bad bosses and what not to do and juxtaposing them against best practices and good examples. Bosses must remember that employees "watch every move you make-- and so they know a lot more about you than you know about them." People watch you in an effort to gain some control and predictability about their path. One idea: "Post a bosshole bounty: pay twenty dollars to anyone who tells you when you have been a jerk."
Another takeaway is that "small wins are the path." Effective bosses fail often-- they do the wrong thing just a little bit more than they do the right thing. But showing confidence by owning up to one's mistakes and actually listening to others is crucial to gaining trust in the workplace. Owning up to mistakes that weren't ones own is also a key-- good bosses actually project that they have more power over outcomes than they actually do (!). Hence they can take credit for things that "go right" and take the blame for failures that they internally know were more the outcome of randomness. Having long-term goals for your team and yourself, and showing dogged determination while working toward them each day, is a good way to keep your team with you.
Sutton also notes that the best bosses in complex work environments help staff to "break down problems into bite-sized pieces and talk and act like each little task is something that people can complete without great difficulty." Framing their tasks as a series of steps "leads to better decisions, sustains motivation, and helps people experience less distress." One of my favorite examples came from Hendrick Motorsports, which greatly improved pit stop times by (revolutionary at the time) breaking each stop into steps and practicing those steps to perfection, helping identify ways they could improve the outcome.
"Wise bosses are devoted to knowing what they don't know...search for signs they are wrong...a healthy balance between courage and humility." A good boss creates a safe environment where people can share ideas freely, where he protects those with contrarian opinions, and also forgives the mistakes of others while remembering the lessons of those mistakes. Given that wise bosses ask for help, one of the best pieces of advice that is apropos to my work environment: "Effective bosses (also) shield people so they can do their work. Bosses who ask for too much input and assistance make it tough to concentrate...(L)et workers work." Great bosses don't waste their peoples' time and "doggedly protects followers from outsiders."
Sutton shows several companies' organizational structure and how they incentivize their teams to collaborate creatively. Highly-successful companies like Procter & Gamble and Southwest Airlines reward both individual contributions and also collaboration across teams. Successful managers recruit and hire people who create energy and enthusiasm, described as "interconnected energizers," and eliminate or neutralize the "downers," those who spread toxic negativity.
One of my favorite studies cited in the book comes from psychologists conducting a random experiment in the Israeli military. Drill Randomly "anointed" soldiers were treated differently by their drill instructors who had been told (falsely) that the soldiers had a high level of command potential. These randomly-selected soldiers came to believe they had special talents and went on to actually display superior performance on many tasks, including firing weapons and reading maps. The study shows that the self-fulfilling prophecy works: drill instructors believed they had potential, coached them to that level, and saw the lie transform into reality. Smart bosses can spark performance by expressing utmost confidence in their people. This comes back to the concept of breaking down the assignment or goal into achievable tasks and making the key messages simple and repeatable.
A key lesson for me was the importance of "developing the fine art of indifference and emotional detachment." A boss needs to be able to have thick skin. There will always be downers, energy-drainers, and critics. The key is to focus on long-term goals and focus your investment on the creative energizers. "Don't mindlessly compare yourself to others. What is right for them could be wrong for you. Worse yet, the people you imitate might be complete dolts." A good boss also wins trust with his team by paying attention to the details, being willing to roll up their sleeves and do the menial tasks in an effort to be familiar and empathetic with what the team faces each day.
Perhaps the most difficult item in the book was to practice the art of "creative incompetence," coming from a 1960s parody The Peter Principle. The better you are at your job, the more tasks and greater percentage of the workload you will get. If you choose to appear incompetent at things that you think are irrelevant to doing jor current job well, "your superiors will leap to the false conclusion that 'you have already reached your level of incompetence.'" For a typical people-pleaser like myself, it is hard to purposefully appear incompetent at something (suggestions include dressing shabbily, showing up late to a particular meeting, losing paperwork, etc.) But if it avoids bosses giving you additional work because they think you've reached your productive limit, that is a positive for focusing on what really matters in your job. " Are you entertaining a constant parade of visitors whom other bosses don’t believe are worth wasting time with? If you can’t wiggle out of such chores, perhaps it is time for a bit of creative incompetence."
The book also deals with what bosses should do during difficult seasons like downsizing, and how to deal with layoffs. Many of the communication principles in this section are the same as in Managing Transitions by William & Susan Bridges. Honesty and constant sharing of information are important. "Once people believe you are a liar, all the authentic prediction, understanding, control, and compassion in the world may not be enough to save you—or your organization—from the fury and vengeance provoked by your past sins."
The epilogue contains many helpful insights gained post-publishing. The author makes several follow-on points, including that there really isn't such a real distinction between leadership and management as others might purport and the definition of a great boss/leader/manager needs no reinvention. Feedback from readers led him to add another type of boss neglected in the book-- one who is civilized and caring, but horrible because he/she is incompetent. Companies often protect this person because he is "such a nice guy" even though he drives employees and senior management crazy. There is also some good advice on keeping teams lean and addition by subtraction, this material will hopefully lead to an additional book.
In all, I give this book five stars and recommend it to everyone. It's one of the best books I have read about any topic.
Over the more than 700 books I have reviewed, this is one of the best. It is well-written, well-documented, and completely relatable. While an academic, Sutton has compiled years of his own organizational research through many companies as well as hundreds of interviews from people with their own stories from all sorts of industries. Whatever his background, Sutton has also penned a book that flows very well and is easy to read. Sutton is a Stanford colleague of Chip & Dan Heath, whose books are also easily readable and practical, and there are clear similarities in style. I've previously reviewed 48 books related to leadership and management and this is the most helpful by far and has something for everyone. Other books are written by leaders or academics with too little experience in too few industries. This book has powerful testimonials from NASA to NASCAR, from Google to Pixar.
The book is the consequence of the author's previous book, The No Asshole Rule, which generated a massive response from random strangers wanting to tell him their story about their own problems at work: "In short, workplace assholes led me to write Good Boss, Bad Boss because I was inundated with so many people who yearned to be skilled bosses and to work for one." Sutton illustrates clearly what "skilled bosses" do, using studies from psychology and business, personal testimonials of employees and managers, and the author's own first-hand observations with companies. I read this book as a middle manager within a lengthy chain of command; someone who manages and mentors other staff without having hire/fire supervisory authority over them, often being the buffer between the mandates of higher officers and the staff.
One of the big takeaways for me was the need to be radically and constantly self-aware. Self-awareness is shown to decrease as power and rank increase. Most bosses, including those who claim to be "Level Five Leaders" are unaware that they're a problem, even while "75 percent of the workforce reports that their immediate supervisor is the most stressful part of their job." Studies are cited showing the ill health effects of people who work for difficult bosses. Employees don't often rate their companies based on senior management or benefits, but rather how they feel treated by their immediate supervisor. "(P)eople do not quit organizations, they quit bad bosses." The author explains various types of bad bosses and what not to do and juxtaposing them against best practices and good examples. Bosses must remember that employees "watch every move you make-- and so they know a lot more about you than you know about them." People watch you in an effort to gain some control and predictability about their path. One idea: "Post a bosshole bounty: pay twenty dollars to anyone who tells you when you have been a jerk."
Another takeaway is that "small wins are the path." Effective bosses fail often-- they do the wrong thing just a little bit more than they do the right thing. But showing confidence by owning up to one's mistakes and actually listening to others is crucial to gaining trust in the workplace. Owning up to mistakes that weren't ones own is also a key-- good bosses actually project that they have more power over outcomes than they actually do (!). Hence they can take credit for things that "go right" and take the blame for failures that they internally know were more the outcome of randomness. Having long-term goals for your team and yourself, and showing dogged determination while working toward them each day, is a good way to keep your team with you.
Sutton also notes that the best bosses in complex work environments help staff to "break down problems into bite-sized pieces and talk and act like each little task is something that people can complete without great difficulty." Framing their tasks as a series of steps "leads to better decisions, sustains motivation, and helps people experience less distress." One of my favorite examples came from Hendrick Motorsports, which greatly improved pit stop times by (revolutionary at the time) breaking each stop into steps and practicing those steps to perfection, helping identify ways they could improve the outcome.
"Wise bosses are devoted to knowing what they don't know...search for signs they are wrong...a healthy balance between courage and humility." A good boss creates a safe environment where people can share ideas freely, where he protects those with contrarian opinions, and also forgives the mistakes of others while remembering the lessons of those mistakes. Given that wise bosses ask for help, one of the best pieces of advice that is apropos to my work environment: "Effective bosses (also) shield people so they can do their work. Bosses who ask for too much input and assistance make it tough to concentrate...(L)et workers work." Great bosses don't waste their peoples' time and "doggedly protects followers from outsiders."
Sutton shows several companies' organizational structure and how they incentivize their teams to collaborate creatively. Highly-successful companies like Procter & Gamble and Southwest Airlines reward both individual contributions and also collaboration across teams. Successful managers recruit and hire people who create energy and enthusiasm, described as "interconnected energizers," and eliminate or neutralize the "downers," those who spread toxic negativity.
One of my favorite studies cited in the book comes from psychologists conducting a random experiment in the Israeli military. Drill Randomly "anointed" soldiers were treated differently by their drill instructors who had been told (falsely) that the soldiers had a high level of command potential. These randomly-selected soldiers came to believe they had special talents and went on to actually display superior performance on many tasks, including firing weapons and reading maps. The study shows that the self-fulfilling prophecy works: drill instructors believed they had potential, coached them to that level, and saw the lie transform into reality. Smart bosses can spark performance by expressing utmost confidence in their people. This comes back to the concept of breaking down the assignment or goal into achievable tasks and making the key messages simple and repeatable.
A key lesson for me was the importance of "developing the fine art of indifference and emotional detachment." A boss needs to be able to have thick skin. There will always be downers, energy-drainers, and critics. The key is to focus on long-term goals and focus your investment on the creative energizers. "Don't mindlessly compare yourself to others. What is right for them could be wrong for you. Worse yet, the people you imitate might be complete dolts." A good boss also wins trust with his team by paying attention to the details, being willing to roll up their sleeves and do the menial tasks in an effort to be familiar and empathetic with what the team faces each day.
Perhaps the most difficult item in the book was to practice the art of "creative incompetence," coming from a 1960s parody The Peter Principle. The better you are at your job, the more tasks and greater percentage of the workload you will get. If you choose to appear incompetent at things that you think are irrelevant to doing jor current job well, "your superiors will leap to the false conclusion that 'you have already reached your level of incompetence.'" For a typical people-pleaser like myself, it is hard to purposefully appear incompetent at something (suggestions include dressing shabbily, showing up late to a particular meeting, losing paperwork, etc.) But if it avoids bosses giving you additional work because they think you've reached your productive limit, that is a positive for focusing on what really matters in your job. " Are you entertaining a constant parade of visitors whom other bosses don’t believe are worth wasting time with? If you can’t wiggle out of such chores, perhaps it is time for a bit of creative incompetence."
The book also deals with what bosses should do during difficult seasons like downsizing, and how to deal with layoffs. Many of the communication principles in this section are the same as in Managing Transitions by William & Susan Bridges. Honesty and constant sharing of information are important. "Once people believe you are a liar, all the authentic prediction, understanding, control, and compassion in the world may not be enough to save you—or your organization—from the fury and vengeance provoked by your past sins."
The epilogue contains many helpful insights gained post-publishing. The author makes several follow-on points, including that there really isn't such a real distinction between leadership and management as others might purport and the definition of a great boss/leader/manager needs no reinvention. Feedback from readers led him to add another type of boss neglected in the book-- one who is civilized and caring, but horrible because he/she is incompetent. Companies often protect this person because he is "such a nice guy" even though he drives employees and senior management crazy. There is also some good advice on keeping teams lean and addition by subtraction, this material will hopefully lead to an additional book.
In all, I give this book five stars and recommend it to everyone. It's one of the best books I have read about any topic.
September 2, 2022
How to Be the Best... and Learn from the Worst. This subtitle captures the essence of Good Boss, Bad Boss.
There are more than 21 million bosses in the United States and more than 90 percent of employees have at least one. Approximately 75 percent of the workforce reports that their immediate supervisor is the most stressful part of their jobs. People do not quit organizations, they quit bad bosses!
The stakes are high. Bad bosses destroy workplaces.
According to the author, a Stanford Management Professor, here are seven habits that the best bosses exhibit:
~ Take control. "The first job of a leader is to define reality."
~ Strive to be wise by asking questions and listening well.
~ Recognize the team players and cut lose the rotten apples.
~ Link talk and action and get things done.
~ Serve as human shields and demonstrate that employees' backs are covered.
~ Don't delay or duck difficult deeds.
~ Squelch their inner jerk. (Bosses are often clueless about how followers interpret their actions.)
If you believe you are a good boss, ask your employees to "take the test" and quantify how good—or how bad—you really are. Then, squelch your inner jerk and strive to be wise by asking questions and listening well.
Take control and "take the test." Don't delay or duck difficult deeds. "Take the test."
Remember to act as a human shield and let your employees know that you have their backs and they won't be punished for delivering less than rosy feedback. "Take the test."
Access Gene Babon's reviews of books on Business Leadership and Business Strategy at Pinterest.
There are more than 21 million bosses in the United States and more than 90 percent of employees have at least one. Approximately 75 percent of the workforce reports that their immediate supervisor is the most stressful part of their jobs. People do not quit organizations, they quit bad bosses!
The stakes are high. Bad bosses destroy workplaces.
According to the author, a Stanford Management Professor, here are seven habits that the best bosses exhibit:
~ Take control. "The first job of a leader is to define reality."
~ Strive to be wise by asking questions and listening well.
~ Recognize the team players and cut lose the rotten apples.
~ Link talk and action and get things done.
~ Serve as human shields and demonstrate that employees' backs are covered.
~ Don't delay or duck difficult deeds.
~ Squelch their inner jerk. (Bosses are often clueless about how followers interpret their actions.)
If you believe you are a good boss, ask your employees to "take the test" and quantify how good—or how bad—you really are. Then, squelch your inner jerk and strive to be wise by asking questions and listening well.
Take control and "take the test." Don't delay or duck difficult deeds. "Take the test."
Remember to act as a human shield and let your employees know that you have their backs and they won't be punished for delivering less than rosy feedback. "Take the test."
Access Gene Babon's reviews of books on Business Leadership and Business Strategy at Pinterest.
November 12, 2011
One of the best books on leadership I've ever read. Memorable moments (paraphrased):
Supervising someone is like holding a dove in your hand. Too tight and you crush it. Too loose and it flies away.
Everyone is an asshole sometimes. (So true! How terrible to discover you have unintentionally been an asshole.) But there are chronic assholes that you should try to avoid as much as possible.
Pretending to be confident is just as effective as being confident.
Great bosses are defined by how they treat the people lower in the hierarchy than themselves.
Everyone overestimates themselves: how much they are liked; how their employees view them.
Mentally healthy workers get their say, unhealthy workers want their way.
Break big ideas in to small bits: less overwhelming to employees.
Try to show bad apple a little love and try to assume the best, but protect yourself from energy suckers. Not everyone can be helped.
Bosses should admit 'the asshole are us.'
Favorite phrases:
"jargon monoxide"
"malicious agreeing" (or a term something like this)
"bossholes"
I wish the author had talked more about passive aggressive behavior.
Alison and Jeff: let me know what you think of this book. I'm excited to discuss it with someone.
Supervising someone is like holding a dove in your hand. Too tight and you crush it. Too loose and it flies away.
Everyone is an asshole sometimes. (So true! How terrible to discover you have unintentionally been an asshole.) But there are chronic assholes that you should try to avoid as much as possible.
Pretending to be confident is just as effective as being confident.
Great bosses are defined by how they treat the people lower in the hierarchy than themselves.
Everyone overestimates themselves: how much they are liked; how their employees view them.
Mentally healthy workers get their say, unhealthy workers want their way.
Break big ideas in to small bits: less overwhelming to employees.
Try to show bad apple a little love and try to assume the best, but protect yourself from energy suckers. Not everyone can be helped.
Bosses should admit 'the asshole are us.'
Favorite phrases:
"jargon monoxide"
"malicious agreeing" (or a term something like this)
"bossholes"
I wish the author had talked more about passive aggressive behavior.
Alison and Jeff: let me know what you think of this book. I'm excited to discuss it with someone.
This entire review has been hidden because of spoilers.
July 16, 2013
This book provides several veery instructive examples i situations, quite common in business, but where most of people do mistakes... Main of which - 1. never fail to defend your subordinates and transfer responsibility. In case of failure if project put clearly that it is your fault and explain what corrective action will be taken... Never just inform why project whent wrong... 2. Don't let temptation to get irrogant, rude to take over you - this is not productive in long-mid terms.., 3. Try to spread praise amongst your team not capitalize on you as a leader... 4. Do "dirty job" by yourself and diligently... This will build trust... 5. Never globalize plans, but split work into small but worthy victories and timely celebrate them...
May 24, 2013
The only problem with this book is that the bad bosses, or "bossholes" as the book calls them, that need to read this won't, and they will continue to be bossholes, no matter what you do or tell them.
You are probably reading this book because you are a victim of a bosshole and you want to learn more about how to deal with them. This book tells you how not to be one, but you probably wouldn't have become one because you are taking the time to read this book.
It is also upsetting to realize that somewhere out there, there are humane bosses and you are not working for one of them and you probably never will.
You are probably reading this book because you are a victim of a bosshole and you want to learn more about how to deal with them. This book tells you how not to be one, but you probably wouldn't have become one because you are taking the time to read this book.
It is also upsetting to realize that somewhere out there, there are humane bosses and you are not working for one of them and you probably never will.
November 2, 2018
I’ve learned my lesson on using audiobooks to read business or self-help books. The format for delivering the material is just too repetitive. I think I must do a lot of skimming when I read the hard copy and I get a lot more out of it because I’m not so bored listening to all the back story that I don’t care about.
All that said, there is some decent information in here. I liked that he specified that you should always treat yourself as if you are a “bosshole” (because you normally won’t ever know if you are or not). With that in mind you will work harder at being a better boss and not get full of yourself.
All that said, there is some decent information in here. I liked that he specified that you should always treat yourself as if you are a “bosshole” (because you normally won’t ever know if you are or not). With that in mind you will work harder at being a better boss and not get full of yourself.
June 4, 2011
In Good Boss, Bad Boss, Sutton uses examples to teach managers how to be more effective in the workplace. Whether positive or negative, managers influence their employees on a daily basis. Sutton offers tips on taking control, getting and giving credit appropriately, taking responsibility, staying in tune with employees, and squelching your potential inner jerk. Good Boss, Bad Boss is a must read for anyone who is thinking about moving into a leadership position or is currently in a management position and wants to be a good boss.
May 26, 2012
Stumbled upon this book in the library and I promptly snapped it up and finished in one week partly due to stress caused in no small part by my immediate superior who happens to be an asshole . This book recounts many instances of egomaniacs who happen to be in the management when they should not be there in the first place . Case histories from many big companies are mentioned . Highly recommended for asshole managers and their subordinates to create awareness for the former and tips and advice for the latter .
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