Most Popular Books by 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.

The definitive guide to working with -- and surviving -- bullies, creeps, jerks, tyrants, tormentors, despots, backstabbers, egomaniacs, and all the other assholes who do their best to destroy you at work. "What an asshole!" How many times have you said that about someone at work? You're not alone! In this groundbreaking book, Stanford University professor Robert I. Sutton builds on his acclaimed Harvard Business Review article to show you the best ways to deal with assholes...and why they can be so destructive to your company. Practical, compassionate, and in places downright funny, this guide offers: Strategies on how to pinpoint and eliminate negative influences for good Illuminating case histories from major organizations A self-diagnostic test and a program to identify and keep your own "inner jerk" from coming out The No Asshole Rule is a New York Times, Wall Street Journal, USA Today and Business Week bestseller.

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.

“This book is a contemporary classic—a shrewd and spirited guide to protecting ourselves from the jerks, bullies, tyrants, and trolls who seek to demean. We desperately need this antidote to the a-holes in our midst.”—Daniel H. Pink, best-selling author of To Sell Is Human and Drive How to avoid, outwit, and disarm assholes, from the author of the classic The No Asshole Rule As entertaining as it is useful, The Asshole Survival Guide delivers a cogent and methodical game plan for anybody who feels plagued by assholes. Sutton starts with diagnosis—what kind of asshole problem, exactly, are you dealing with? From there, he provides field-tested, evidence-based, and often 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 rescue all those perfectly good days from being ruined by some jerk. “Thought-provoking and often hilarious . . . An indispensable resource.”—Gretchen Rubin, best-selling author of The Happiness Project and Better Than Before “At last . . . clear steps for rejecting, deflecting, and deflating the jerks who blight our lives . . . Useful, evidence-based, and fun to read.”—Robert Cialdini, best-selling author of Influence and Pre-Suasion

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).

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.

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.

The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life – and shows how to finally turn this common sense into common practice.

A year's worth of management wisdom, all in one place. We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up to date on the most cutting-edge, influential thinking driving business today. With authors from Ginni Rometty to Robert I. Sutton and company examples from Maersk to Nvidia, this volume brings the most current and important management conversations right to your fingertips. This book will inspire you to: Reskill your organization in the age of AI Rid your company of the obstacles that infuriate everyone Understand what today's rainmakers do differently Market sustainable products effectively Choose the right sources of demand to grow your company at the right speed Use strategic thinking to create the life you want This collection of articles includes "Reskilling in the Age of AI," by Jorge Tamayo, Leila Doumi, Sagar Goel, Orsolya Kovacs-Ondrejkovic, and Raffaella Sadun; "How Fast Should Your Company Really Grow?," by Gary P. Pisano; "How to Sustain Your Empathy in Difficult Times," by Jamil Zaki; "The New-Collar Workforce," by Colleen Ammerman, Boris Groysberg, and Ginni Rometty; "Rid Your Organization of Obstacles That Infuriate Everyone," by Robert I. Sutton and Huggy Rao; "Where Does DEI Go from Here?," by Laura Morgan Roberts; "What Today's Rainmakers Do Differently," by Matthew Dixon, Ted McKenna, Rory Channer, and Karen Freeman; "The New Era of Industrial Policy Is Here," by Willy C. Shih; "How to Market Sustainable Products," by Frederic Dalsace and Goutam Challagalla; "What Does 'Stakeholder Capitalism' Mean to You?," by Lynn S. Paine; and "Use Strategic Thinking to Create the Life You Want," by Rainer Strack, Susanne Dyrchs, and Allison Bailey. 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.

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.

¿Es usted un buen jefe? Si sus empleados pudieran escoger, ¿seguirían trabajando con usted? Y sobre todo, ¿tiene idea de cómo se siente su equipo? Robert I. Sutton plantea lo que todo jefe debería aprender de los mejores y de los peores. El coste empresarial de los jefes ineptos y agresivos es enorme: sus equipos trabajan de manera más torpe, cometen más errores e incluso sufren más problemas cardíacos. A partir de numerosos casos y ejemplos de las más variadas empresas, Sutton muestra cómo los mejores jefes crean un entorno de trabajo eficaz y humano. Buen jefe, mal jefe representa una herramienta única para todos aquellos que han asumido 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. Reseñas: « Buen jefe, mal jefe se ha convertido en mi libro de negocios de referencia. Ofrece numerosos principios y propuestas, refrendados por casos reales; todo jefe debería leerlo y asimilarlo.» John Lilly, CEO de Mozilla Corporation «Somos muy afortunados de contar con Bob Sutton. Cada una de sus afirmaciones está apoyada sobre sólidas investigaciones. Solo su esquema titulado "Jefes inteligentes frente a jefes sabios" justifica cien veces el precio del libro. Buen jefe, mal jefe es altamente recomendable.» Tom Peters, autor de En busca de la excelencia « Buen jefe, mal jefe contiene material de reflexión para directivos de empresas y líderes de organizaciones, tanto grandes como pequeñas. Es un libro con numerosas ideas, propuestas prácticas y cuestiones útiles para todos los jefes.» Reuters

En el ámbito de los negocios ya se ha comprendido la importancia del aprendizaje, el capital intelectual, la capacitación. Pero con frecuencia existe una fractura entre el saber y el hacer. Jeffrey Pfeffer y Robert I. Sutton, Prestigiosos, autores y educadores, identifican claro: sólo las empresas que aplican el conocimiento a la acción son las que eluden "la trampa de la inteligencia meramente verbal". Ilustrando con el análisis de decenas de firmas, este libro es una guía realista y útil para mejorar el desempeño de las compañías de hoy. Jeffrey Pfeffer es profesor de la cátedra Thomas D. Dee de Conducta Organizativa en la Escuela de Estudios Superiores de Administración de Empresas de Stanford University. Es autor de The Human Equation, New Directions for Organization Theory, Managing with Power y Power in Organizations, entre otros libros. Ha publicado también más de un centenar de artículos en revistas especializadas y compilaciones. Robert I. Sutton es profesor de Comportamiento Organizativo en la Escuela de Ingeniería de Stanford University, donde además se desempeña como codirector del Centro del Trabajo, la Tecnología y la Organización, y como director de investigaciones del programa Stanford Technology Ventures. Ha sido redactor o miembro del consejo editorial de numerosas publicaciones especializadas, y en la actualidad es codirector de Research in Organizational Behavior. Ha publicado más de sesenta artículos en revistas y compilaciones sobre investigación y teoría aplicada.

Mám čo do činenia s kreténom (alebo bandou kreténov). Pomoc! Čo mám robiť? Robert Sutton predkladá rady, ako zaobchádzať s ľuďmi, ktorí na ostatných pôsobia tak, že ich systematicky deptajú, urážajú, ponižujú, vysávajú ich a všemožne im otravujú život. Kniha je zameraná na pracovné prostredie, ale jej odporúčania možno rovnako dobre uplatniť pri stretnutí s kreténmi kdekoľvek inde. Môžu byť inšpiráciou, ako sa darebákom každého druhu vyhnúť, ako sa proti nim brániť, ako s nimi bojovať a ako sa ich zbavovať alebo pri najhoršom aspoň ako ich (dočasne) lepšie znášať.

Prólogo de Robert T. Kiyosaki. "Los negocios y las inversiones son deportes de equipo." Robert T. Kiyosaki, autor del bestseller internacional Padre Rico Padre Pobre y la serie Padre Rico "Los negocios y las inversiones requieren protección de activos. Al generar riqueza, uno debe saber cómo protegerla. Este libro es su mapa y su guía". -Garrett Sutton. Abogado corporativo, autor y experto en la protección de activos. La serie Rich Dad Advisor ha vendido más de dos millones de copias en todo el mundo, gracias a que enseña cómo aplicar los condeptos de Padre Rico Padre Pobre. Inicia tu propia corporación revela los secretos y estrategias que los ricos han usado por generaciones para manejar sus negocios y proteger sus bienes. Escrito de una manera clara y fácil de entender -y ahora revisado y actualizado para reflejar los cambios importantes en la legislación, las reglas y regulaciones- Inicia tu propia corporación provee el conocimiento necesario para ahorrarte mucho dinero en impuestos y proteger el patrimonio de tu familia de posibles ataques de acreedores. "El libro más claro y popular de la última década sobre protección de activos." -ROBERT T. KIYOSAKI Este libro hace referencia a las secciones de Flujo de Dinero y Leyes del Triángulo D-I® de Padre Rico. El Triángulo D-I® es introducido en el libro Guía para invertir, de Robert Kiyosaki. INICIA TU PROPIA CORPORACIÓN TE ENSEÑARÁ CÓMO: -Seleccionar la mejor entidad para tu estrategia personal. -Maximizar los increíbles beneficios de las corporaciones y las sociedades de responsabilidad limitada. -Recaudar dinero para tus nuevos emprendimientos. -Preparar y mantener fácilmente en orden tus documentos corporativos.

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

O guia definitivo para eliminar as forças que tornam mais difícil, mais complicado, ou mesmo impossível, fazer as coisas nas organizações. Todas as organizações, sem exceção, são afetadas por fricções destrutivas. Por outro lado, algumas formas de fricção são desejadas e incrivelmente úteis. Porém, líderes bem-intencionados, que pretendem melhorar a eficiência no local de trabalho muitas vezes acabam por tornar as coisas ainda piores. Depois de sete anos de investigação prática, Projeto Fricção, dos autores bestseller Robert I. Sutton e Huggy Rao, apresenta as ferramentas para nos tornarmos reparadores de fricção. Com conselhos decorrentes da sua vastíssima experiência, explicam como identificar, evitar e reparar a má fricção, e onde manter e injetar a fricção útil, apontando as causas e as soluções para cinco dos problemas mais comuns e prejudiciais: o Líderes alheados - como ultrapassar a intoxicação pelo poder; o Doença da adição - como colocar em prática a mentalidade da subtração; o Ligações cortadas - como prevenir a confusão da coordenação; o Monóxido de jargão - como evitar tagarelice frívola e incompreensível; o Velocidade frenética - como aplicar a fricção positiva. Parece-lhe familiar? Não desespere, pois os autores, conceituados professores de Stanford, vão orientá-lo. Prepare-se para conquistar desafios, provocar inovação e liderar com brilhantismo, facilitando as coisas certas e dificultando as erradas. O que diz a crítica: "O livro a ler para diagnosticar e resolver os problemas na sua organização." Adam Grant, autor bestseller "Todos os executivos, investidores, membros de conselhos de administração e líderes deveriam comprar este livro." Reid Hoffman, cofundador do LinkedIn e autor de Segredos dos Empreendedores Mais Bem-Sucedidos "Está a tornar as coisas certas fáceis e as coisas erradas difíceis? Os autores levam-nos numa deliciosa viagem por maus e-mails, subscrições irritantes e processos de contratação labirínticos - e mostram-nos como resolver tudo isso. Difícil de largar e fácil de gostar, este é um livro de negócios para saborear." Tim Harford, autor e colunista do Financial Times "Em todos os lugares por onde passei, encontrei pessoas que realmente se preocupam em fazer a coisa certa para a empresa. Os autores mostram-nos como os líderes que prestam atenção à fricção - que tipos são úteis e quais não são - podem equipar essas pessoas com as ferramentas certas, construir a sua confiança e fazer progressos incríveis como resultado." Ed Catmull, cofundador da Pixar "Se eliminarmos a fricção, a organização será mais rápida, mais inovadora e terá ganhos de produtividade. Este é um guia prático num período de transformação da força de trabalho em todos os setores." Donna Morris, vice-presidente do Walmart Inc. "A ideia de que os líderes são reparadores de fricção é fantástica. A sua função é remover os obstáculos para ajudar as equipas a tomar decisões e a ter impacto, quer seja através da eliminação da fricção que impede o progresso, ou da introdução da fricção para promover o debate e melhores resultados. Este livro oferece ferramentas importantes para se reconhecer o papel que ambos os tipos de fricção podem desempenhar no sucesso da sua organização." Shantanu Narayan, CEO da Adobe

Traditional Chinese edition of The Asshole Survival Guide