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.
" Professor of management Robert I. Sutton, the best-selling author of The No Asshole Rule , explores how good and bad bosses affect the workplace and what distinguishes one from the other." The Washington Post
"Good Boss, BadBossis 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."Stanford Graduate School of Business
"What Sutton offers in Good Boss, Bad Boss is a well organized and well justified collection of practices and ways to sense how well those practices are working." Mc Geesmusings
"Good Boss, Bad Bossis about the best bosses and what they do. It’s not about incompetent or even mediocre bosses." Workplace Psychology
"Good Boss, Bad Boss is a sequel to his last book, drawing on the many questions posed in emails, blogs, articles, and ongoing conversations about what constitutes a good boss, a bad boss, and the culture of the workplaces they inhabit/direct. " Introit
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Wisdom to Share
If you are a boss, your success depends on staying in tune with how others think, feel and react to you.
The best bosses don’t just recruit people with stellar solo skills; they bring in employees who will weave their talents with others.
The best bosses spark collective imagination by creating a safety zone where people can talk about twisted and half-baked ideas, test them, and fail without ridicule, punishment or ostracism.
Psychological safety is the key to creating a workplace where people can be confident enough to act without undue fear of being ridiculed, punished or fired.
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