Robert I. Sutton

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 goodIlluminating case histories from major organizationsA self-diagnostic test and a program to identify and keep your own inner jerk from coming outThe No Asshole Rule is a New York Times, Wall Street Journal, USA Today and Business Week bestseller.

If you're feeling stressed out, overtaxed, under-appreciated, bullied, or abused because you work with a jerk, learn how to avoid, outwit, and disarm assholes—today. Equally useful and entertaining, The Asshole Survival Guide delivers a cogent and methodical game plan when you find yourself working with a jerk—whether in the office, on the field, in the classroom, or just in life. Sutton starts with diagnosis—what kind of asshole problem, exactly, are you dealing with? From there, he provides field-tested, evidence-based, and sometimes surprising strategies for dealing with the rude, impolite, irritating, unpleasant, or just plain incompetent—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 life, and will prevent all those perfectly good days from being ruined by some jerk.

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 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. Su

In Scaling Up Excellence, bestselling author Robert Sutton and Stanford colleague Huggy Rao tackle a challenge that determines every organization’s success: scaling up farther, faster, and more effectively as a program or an organization creates a larger footprint. 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 “Buddhism” versus “Catholicism” -- 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. It is destined to become the standard bearer in the field.

Every organization is plagued by destructive friction—the forces that make it harder, more complicated, or downright impossible to get anything done. 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,” so that teams and organizations don’t squander the zeal, damage the health, and throttle the creativity and productivity of good people—or burn through cash and other precious resources.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, which ranges 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 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.

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 CÓ -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.

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 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.Os elogios da crí"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.

A breakthrough in management thinking, 'weird ideas' can help every organisation achieve a balance between sustaining performance and fostering new ideas.Creativity, new ideas, innovation - in any age they are keys to success. Yet, as Stanford Professor Robert Sutton explains, the standard rules of business behaviour 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 instil 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 counter-intuitive 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 behavioural 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 counter-intuitive 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 high and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management 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.