Name: Good Boss, Bad Boss
Rating: 3.5 (4 reviews)
ISBN: 9780749954758

Robert Sutton

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

Good Boss, Bad Boss

Robert I. Sutton

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.

farah

DISCLAIMER: I found myself skipping sections of the book as it got incredibly repetitive. I probably read in total ~50%

a pretty tedious book, and spends considerable time on straight forward concepts without going any deeper. doesn´t really build on itself and only does a superficial discussion on most things

Padded with meaningless statistics throughout the book that have very little meaning to most. If you didn't know the author was an academic, you'd wonder if this was an undergraduate trying to meet their 'reference quota'

What I learned from this book? - Don't read books written by people with no hands-on experience. Especially when it comes to things like management

Good Boss, Bad Boss How to Be the Best... and Learn from the Worst

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