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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... read more
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“People don't quit organisations, they quit bad bosses.”
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Yet a hallmark of effective bosses everywhere is that they doggedly protect their people.
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Bosses ought to be judged by what they and their people get done and by how their followers feel along the way.
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The best bosses balance performance and humanity, getting things done in ways that enhance rather than destroy dignity and pride.
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The best bosses break down problems into bite-sized pieces and talk and act like each little task is something that people can complete without great difficulty. Doing so instills calmness and confidence, and spurs constructive action.
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“Fight as if you are right, listen as if you are wrong.”
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The best bosses realize that when they focus on the little things, the big things take care of themselves.
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Gritty bosses are driven by the nagging conviction that everything they and their people do could be better if they tried just a little harder or were just a bit more creative.
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“people do not quit organizations, they quit bad bosses.”
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managers who are too assertive will damage relationships with superiors, peers, and followers; but managers who are not assertive enough won’t press followers to achieve sufficiently tough goals.
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Wise bosses are devoted to knowing what they don’t know. They act boldly on facts they have right now, but search for signs they are wrong—seeking a healthy balance between courage and humility.
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- Library of Congress: Add the Library of Congress Classification.
- Dewey: 658.409
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