Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst
Description
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. From AudioFile Bob Walter supplies an authoritative voice to Sutton's follow-up to THE NO ASSHOLE RULE (2007). Walter makes Sutton's no-nonsense views and straight-from-the-hip wording flow naturally. His delivery of the stories and studies that support Sutton's discussion of bosses good and bad is flawless. The variety of accents Walter affects for the quoted passages provides a welcome change from the more prosaic pitch and pacing of the exposition. Walter follows through on Sutton's quick-paced, conversational style and clearly delivers the audio-friendly summaries that highlight key points at the end of each section. E.N. © AudioFile 2010, Portland, Maine
Features & Highlights
- 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.
