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

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

As a writer of management books I read other writers with competitive questions that probably are not on most readers minds: "Does this writer know something valuable that I don't know?" and "Is what he writes so valuable that employees are better off spending limited resources on his books rather than mine? Amazing as it may sound, I've yet to find the management book author for whom "I've" failed this test.

Notwithstanding my ego, I find "Good Boss, Bad Boss" an extraordinary, insight packed management book that I am recommending to clients and students and plan to purchase as holiday gifts for close friends. What makes it so extraordinary? Sutton "gets" people. Moreover, he gets human nature and knows what you should do, shouldn't do and not be foolish enough to do just because, for a moment in time Mr Boss, you have got the power to get away with a temporary cover up.

I find this book everywhere nuanced in the authors understanding of people. With staccato cadence, Bob Sutton presents one smart piece of advice after another as if he were drawing from a bottomless well. It made me want to get to know him better (we have yet to meet) so I could ask him questions bearing on what life experiences and situations caused him to become so spot on smart about people. Clearly he is and, to write it the way he does, to me signifies that he must also be terribly smart about himself. If you deal with people, and a lot of us do, I'm betting you're going to find this book an extremely valuable and enjoyable read.

Samuel Culbert

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

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.

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