Robert I. Sutton

A business handbook on preventing and curing a negative work environment explains how to restore civility to the workplace by weeding out problem employees in order to increase profit and productivity.

Building a Civilized Workplace and Surviving One that Isn't

The No Asshole Rule

Huggy Rao

Hayagreeva Rao

"In Scaling Up Excellence, bestselling author Bob Sutton and Stanford colleague Huggy Rao tackle the topic that obsesses businesses large and small, from start-ups to Fortune 500 companies--how to scale up their businesses and spread excellence throughout the organizational culture"--

Getting to More Without Settling for Less

Scaling Up Excellence

A breakthrough in management thinking, “weird ideas” can help every organization achieve a balance between sustaining performance and fostering new ideas. To succeed, you need to be both conventional and counterintuitive. Creativity, new ideas, innovation—in any age they are keys to success. Yet, as Stanford professor Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly—and creative. In Weird Ideas That Work Sutton draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable" and "reward success and failure, but punish inaction," strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. Weird Ideas That Work is filled with examples, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird"—and now, thanks to Robert Sutton's work, we have the tools we need to do so.

How to Build a Creative Company

Weird Ideas That Work

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.

How to Be the Best... and Learn from the Worst

Good Boss, Bad Boss

How to avoid, outwit, and disarm assholes, from the author of the classic bestseller The No Asshole Rule "Help, I'm dealing with an asshole! What can I do?" Since his book The No Asshole Rule became a national bestseller a decade ago, Robert Sutton has heard that question asked in a thousand different ways. He answers the question in a new book that shifts focus from building civilized workplaces to providing relief for anybody who feels plagued and pushed around by assholes. Equally useful and entertaining, The Asshole Survival Guide delivers a cogent and methodical game plan. Sutton starts with diagnosis--what kind of asshole problem, exactly, are you dealing with? From there, he provides field‑tested, evidence‑based, and sometimes surprising strategies for dealing with assholes--avoiding them, outwitting them, disarming them, sending them packing, and developing protective psychological armor. Sutton even teaches readers how to look inward to stifle their own inner jackass. Ultimately, this survival guide is about developing an outlook and personal plan that will help you preserve the sanity in your work life, and will prevent all those perfectly good days from being ruined by some jerk.

How to Deal with People Who Treat You Like Dirt

The Asshole Survival Guide

Pfeffer

Thomas D Dee II Professor of Organizational Behavior Graduate School of Business Jeffrey Pfeffer

Jeffrey Pfeffer

"Jeffrey Pfeffer and Robert Sutton, identify the causes of the knowing-doing gap and explain how to close it."--Jacket.

How Smart Companies Turn Knowledge Into Action

The Knowing-doing Gap

All too often, getting important things done at work is hard, soul crushing and convoluted. Too much precious time is spent wading through corporate gunk. Friction eats away at our energy, creativity and productivity and makes business slow and unproductive. And yet so frequently, organisations make the wrong things easier to do, taking down guardrails when they should in fact hit the brakes. Over the past decade, Stanford professors Robert Sutton and Huggy Rao have made it their mission to understand this phenomenon. Now, in this no-nonsense guide, they have assembled the very best of their collective wisdom. They show how to cut down unnecessary bureaucracy, overcome obstacles and banish the unhelpful systems that avert real progress. The Friction Project is essential reading, whether you're the CEO of a multinational, an employee dealing with difficult colleagues, or a freelancer seeking to streamline the way you operate.

How to Survive the Gunk, Stop Wasting Time and Build a Better Organisation

The Friction Project

Wall Street Journal Bestseller "The pick of 2014's management books." –Andrew Hill, Financial Times "One of the top business books of the year." –Harvey Schacter, The Globe and Mail Bestselling author, Robert Sutton and Stanford colleague, Huggy Rao tackle a challenge that determines every organization’s success: how to scale up farther, faster, and more effectively as an organization grows. Sutton and Rao have devoted much of the last decade to uncovering what it takes to build and uncover pockets of exemplary performance, to help spread them, and to keep recharging organizations with ever better work practices. Drawing on inside accounts and case studies and academic research from a wealth of industries-- including start-ups, pharmaceuticals, airlines, retail, financial services, high-tech, education, non-profits, government, and healthcare-- Sutton and Rao identify the key scaling challenges that confront every organization. They tackle the difficult trade-offs that organizations must make between whether to encourage individualized approaches tailored to local needs or to replicate the same practices and customs as an organization or program expands. They reveal how the best leaders and teams develop, spread, and instill the right mindsets in their people-- rather than ruining or watering down the very things that have fueled successful growth in the past. They unpack the principles that help to cascade excellence throughout an organization, as well as show how to eliminate destructive beliefs and behaviors that will hold them back. Scaling Up Excellence is the first major business book devoted to this universal and vexing challenge and it is destined to become the standard bearer in the field.

Why are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.

How Smart Companies Turn Knowledge into Action

The Knowing-Doing Gap

Pier Luigi Celli

come creare un ambiente di lavoro più civile e produttivo o sopravvivere se il tuo non lo è

Il metodo antistronzi

Scaling up excellence is the key to creating a great organisation. Itâe(tm)s how a small enterprise expands without losing focus. Itâe(tm)s how a brilliant new idea or plan developed by the few goes on to be adopted by the many. And, in hard times and tough situations, itâe(tm)s how pockets of smart new thinking overcome cultures of indifference or negativity. An organisation that doesnâe(tm)t know how to scale up what is best within it wonâe(tm)t achieve long-term success. Bestselling author Robert Sutton and his Stanford colleague Huggy Rao have devoted nearly a decade to uncovering what it takes to create and spread outstanding performance, and in Scaling Up Excellence they share the fruits of their research. Drawing on case studies that range from Silicon Valley enterprises to non-profit organisations, they provide crucial insights into corporate cultures, both good and bad, and offer a road map for establishing and stimulating excellence. In the process, they show how to use âe~premortemsâe(tm) when making big decisions about change. They reveal why seven is so often the magic number when it comes to team size. They examine successful and unsuccessful quests for improvement âe" in hospitals, schools and elsewhere. And they discuss when a single corporate mindset is best (âe~Catholicismâe(tm)) and when local variation is preferable (âe~Buddhismâe(tm)). Scaling Up Excellence is the first management book devoted to what is âe" or should be âe" a core priority for every organisation. As such it is destined to become the standard bearer.

No-one is against creativity. Everyone agrees that creativity is a very good thing in people and in companies. The creative industries are where the action is, so creativity must be a good thing. However, it's not altogether clear what creativity is, and it certainly isn't easy to work out how to encourage it, to manage it, and above all how to profit from it.

11 1/2 Ways to Promote, Manage and Sustain Innovation

Weird Ideas that Work

Искусство быть хорошим руководителем. Руководство для тех, кто управляет людьми

The definitive guide to eliminating the forces that make it harder, more complicated, or downright impossible to get things done in organizations. Find out why Adam Grant says "If every leader took the ideas in this book seriously, the world would be a less miserable, more productive place." Every organization is plagued by destructive friction. Yet some forms of friction are incredibly useful, and leaders who attempt to improve workplace efficiency often make things even worse. Drawing from seven years of hands-on research, The Friction Project by bestselling authors Robert I. Sutton and Huggy Rao teaches readers how to become “friction fixers.” Sutton and Rao kick off the book by unpacking how skilled friction fixers think and act like trustees of others’ time. They provide friction forensics to help readers identify where to avert and repair bad organizational friction and where to maintain and inject good friction. Then their help pyramid shows how friction fixers do their work, from reframing friction troubles they can’t fix right now, so they feel less threatening, to designing and repairing organizations. The heart of the book digs into the causes and solutions for five of the most common and damaging friction troubles: oblivious leaders, addition sickness, broken connections, jargon monoxide, and fast and frenzied people and teams. Sound familiar? Sutton and Rao are here to help. They wrap things up with lessons for leading your own friction project, including linking little things to big things; the power of civility, caring, and love for propelling designs and repairs; and embracing the mess that is an inevitable part of the process (while still trying to clean it up).

How Smart Leaders Make the Right Things Easier and the Wrong Things Harder

Harvard Business Review

James Allen

Chris Zook

Paul F. Nunes

How do the most resilient companies survive—and even thrive—during a slowdown? If you read nothing else on surviving a tough economy and coming back stronger, read these 15 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help your company persevere through economic challenges and continue to grow while your competitors stumble. This book will inspire you to: Harness your resources to pull through a pandemic Learn the right lessons from previous recessions Minimize pain while cutting costs and managing risk Foster a healthy culture during anxious times Make smart moves to protect your own job Seize the opportunity to innovate and reinvent your business This collection of articles includes "Seize Advantage in a Downturn" by David Rhodes and Daniel Stelter; "How to Survive a Recession and Thrive Afterward: A Research Roundup" by Walter Frick; "How to Bounce Back from Adversity" by Joshua D. Margolis and Paul G. Stoltz; "Rohm and Haas's Former CEO on Pulling off a Sweet Deal in a Down Market" by Raj Gupta; "How to Be a Good Boss in a Bad Economy" by Robert I. Sutton; "Layoffs That Don't Break Your Company" by Sandra J. Sucher and Shalene Gupta; "Getting Reorgs Right" by Stephen Heidari-Robinson and Suzanne Heywood; "Reigniting Growth" by Chris Zook and James Allen; "Reinvent Your Business Model Before It's Too Late" by Paul Nunes and Tim Breene; "How to Protect Your Job in a Recession" by Janet Banks and Diane Coutu; "Learning from the Future" by J. Peter Scoblic; "5 Ways to Stimulate Cash Flow in a Downturn" by Eddie Yoon and Christopher Lochhead; "The Case for M&A in a Downturn" by Brian Salsberg; "Include Your Employees in Cost-Cutting Decisions" by Patrick Daoust and Paul Simon; and "Preparing Your Business for a Post-Pandemic World" by Carsten Lund Pedersen and Thomas Ritter. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

HBR's 10 Must Reads on Managing in a Downturn, Expanded Edition (with bonus article "Preparing Your Business for a Post-Pandemic World" by Carsten Lund Pedersen and Thomas Ritter)

11 1/2 Practices for Promoting, Managing, and Sustaining Innovation

Stanford Üniversitesi’nden Prof. Dr. Robert I. Sutton ve Prof. Dr. Huggy Rao, büyüme yolunda ilerleyen her liderin ihtiyaç duyacağı yöntem ve stratejilerle girişimcilerin kütüphanelerindeki yerlerini almaya hazırlanıyor. “Büyürken mükemmelliği koruyabilmek tuzaklarla dolu, acılı bir süreçtir” diyor Pixar ve Disney Animasyon Stüdyoları Başkanı Ed Catmull. Peki ya elinizde, hedeflerinize ulaşmanıza ve hayat verdiğiniz cevheri büyütmenize yardımcı olacak bir kılavuz olsaydı? Bugüne kadar kuruluş hikâyelerini dinlediğiniz Apple, Facebook, Mozilla ve daha nice girişimin ilham verici birer markaya dönüşme yolculuklarını ve sürdürülebilir, istikrarlı bir başarıya giden gizli geçidi keşfetme zamanı geldi... Ve Stanford Üniversitesi'nden Prof. Dr. Robert I. Sutton ve Prof. Dr. Huggy Rao, işletmenizdeki mükemmellik kıvılcımını kullanarak, oyuncusu olduğunuz sektörü içine alacak mükemmellik ateşini yakmayı size öğretmek için hazır. İkilinin yedi yıl boyunca biriktirip derledikleri vaka çalışmaları, araştırmalar, tanıklıklar ve gözlemlerden oluşan “Mükemmeli Büyütmek”, elindeki cevherin ışığını etrafındakilere yaymak ve daha iyi bir zihniyet, daha üstün yetenekler ve daha anlamlı uygulamalarla hem sektörü hem de kendisini geliştirmek isteyen işletmeler için bir başucu kitabı. Sürdürülebilir bir başarı sağlamak ve mükemmelinizi büyütmek için Sutton ve Rao'ya kulak verin. - Harvard Business School Okunması Zorunlu Kitaplar Listesi, 2015 - Financial Times Yılın En İyi İşletme Kitapları Listesi, 2014 - Amazon Yılın En İyi Kitapları Listesi: İş ve Yatırım, 2014 - Inc.com Yılın En İyi İş Kitapları Listesi, 2014 - The Globe & Mail Yılın En İyi 5 İş Kitabı, 2014 - Library Journal Yılın En İyi 5 İş Kitabı, 2014

Daha aza razı olmadan daha fazlaya ulaşmak

Mükemmeli Büyütmek

Scaling up excellence is the key to creating a great organisation. It’s how a small enterprise expands without losing focus. It’s how a brilliant new idea or plan developed by the few goes on to be adopted by the many. And, in hard times and tough situations, it’s how pockets of smart new thinking overcome cultures of indifference or negativity. An organisation that doesn’t know how to scale up what is best within it won’t achieve long-term success. Bestselling author Robert Sutton and his Stanford colleague Huggy Rao have devoted nearly a decade to uncovering what it takes to create and spread outstanding performance, and in Scaling Up Excellence they share the fruits of their research. Drawing on case studies that range from Silicon Valley enterprises to non-profit organisations, they provide crucial insights into corporate cultures, both good and bad, and offer a road map for establishing and stimulating excellence. In the process, they show how to use ‘premortems’ when making big decisions about change. They reveal why seven is so often the magic number when it comes to team size. They examine successful and unsuccessful quests for improvement – in hospitals, schools and elsewhere. And they discuss when a single corporate mindset is best (‘Catholicism’) and when local variation is preferable (‘Buddhism’). Scaling Up Excellence is the first management book devoted to what is – or should be – a core priority for every organisation. As such it is destined to become the standard bearer.

Scaling up Excellence

In Scaling Up Excellence, bestselling author Robert Sutton and Stanford colleague Huggy Rao tackle a challenge that determines every organization’s success: scaling up farther, faster, and more effectively as a program or an organization creates a larger footprint. Sutton and Rao have devoted much of the last decade to uncovering what it takes to build and uncover pockets of exemplary performance, to help spread them, and to keep recharging organizations with ever better work practices. Drawing on inside accounts and case studies and academic research from a wealth of industries – including start-ups, pharmaceuticals, airlines, retail, financial services, high-tech, education, non-profits, government, and healthcare -- Sutton and Rao identify the key scaling challenges that confront every organization. They tackle the difficult trade-offs that organizations must make between “Buddhism” versus “Catholicism” -- whether to encourage individualized approaches tailored to local needs or to replicate the same practices and customs as an organization or program expands. They reveal how the best leaders and teams develop, spread, and instill the right mindsets in their people -- rather than ruining or watering down the very things that have fueled successful growth in the past. They unpack the principles that help to cascade excellence throughout an organization, as well as show how to eliminate destructive beliefs and behaviors that will hold them back. Scaling Up Excellence is the first major business book devoted to this universal and vexing challenge. It is destined to become the standard bearer in the field.

Robert I. Sutton

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