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The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't Paperback – September 1, 2010
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"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
- Print length238 pages
- LanguageEnglish
- PublisherBalance
- Publication dateSeptember 1, 2010
- Dimensions5.5 x 0.75 x 8.25 inches
- ISBN-100446698202
- ISBN-13978-0446698207
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- Publisher : Balance; Reprint edition (September 1, 2010)
- Language : English
- Paperback : 238 pages
- ISBN-10 : 0446698202
- ISBN-13 : 978-0446698207
- Item Weight : 2.31 pounds
- Dimensions : 5.5 x 0.75 x 8.25 inches
- Best Sellers Rank: #49,667 in Books (See Top 100 in Books)
- Customer Reviews:
About the author
Robert Sutton is a Stanford Professor, organizational researcher, and best-selling author. His seven management books include bestsellers The No A**hole Rule, Good Boss, Bad Boss, and (with Huggy Rao) Scaling Up Excellence. His latest book is The A**hole Survival Guide:How to Deal With People Who Treat You Like Dirt.
Sutton was named as one of 10 B-School All-Stars by BusinessWeek, described as professors who are influencing contemporary business thinking far beyond academia. Sutton is an IDEO Fellow and co-founder of the Stanford Technology Ventures Program, Center for Work and and Stanford Design Institute (the d.school). His latest adventure at Stanford is the Designing Organizational Change project, which you can learn about at http://stvp.stanford.edu/doc. He has written over 150 academic and popular articles and chapters, and over 1000 blog posts. He often leads workshops and gives speeches about his books and is academic director of several Stanford executive programs including Customer-focused Innovation. Sutton tweets @work_matters. Visit www.bobsutton.net to learn more.
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These are the folks, mostly managers but they can be your co-workers, who demean and damage those with less power. These are the employees who ingratiate themselves upward, and kick anyone below who seems "irrelevant." They are forceful, nasty, obnoxious and often underhanded, spreading their poison in subtle or obvious ways. However they do it, they leave a trail of oppressed, humiliated and de-energized subordinates. They aren't worth the trouble, Sutton argues.
Sutton's argument is laid out in no-nonsense terms: a-holes cost money, demoralize staff and turn off customers. Research shows, Sutton writes, that companies cannot afford even top performers (for example, top dollar-generating salespeople) who are a-holes because the actual cost (TCA = Total Cost of A-holes) must be viewed in terms of what it costs the company in turnover, lost sales and lost productivity in the remaining staff who are forced to spend a lot of time avoiding or protecting themselves from a-holes.
Sutton's advice: Get rid of them. Failing that, at least don't let them on search committees because they breed like rabbits.
Although this book is gaining traction through its appealing message and highly contagious name, Sutton, a Stanford professor of management science and engineering, has not written a book that should be considered "trendy," even though its time has surely come. This is sound, real-life advice, based on research, that I believe will stand the test of time.
If you're thinking of hiring an a-hole, if you work with or under an a-hole or two or three (a "den of a-holes," as Sutton so aptly describes such workplaces), if you think you might be an a-hole, this book is for you. It's filled with advice for everyone, including who not to hire in an a-hole's place (wimps and polite clones need not apply).
I'm so glad Sutton had the courage to write this book. It needed to be said, and said in a way that people can understand. I have applied its concepts and am trying to spread his message at the company where I work, which was once ruled by a major a-hole, who hired and promoted a bunch of clones. That president is now gone, but his "residue" lingers. The new president is far more enlightened, and there is hope that he might establish the No A-hole Rule here.
Another book very worth reading that has a similar message is The SPEED of Trust: The One Thing that Changes Everything by Stephen M.R. Covey. Covey also argues, in no uncertain terms, that bad people should not be in management, and that you will lose money and time if you don't create an atmosphere of trust.
Dr. Sutton provides an analytical approach, guidance for calculating costs, and a pro-active approach that can improve the workplace for the sake of the company, work groups and individual contributors.
This book goes beyond the usual coverage for bullies and hostile environments that describe the fairly obvious results, the legal limitations, and recommended rapid exit strategies for individuals who are in the midst of it all.
Dr. Sutton bravely asserts that this problem does not have to continue and spread throughout the organization. He provides practical and rational insight for making changes that focus on positive results for the company and the employees.
I especially like the simple diagnostic question about the impact the individual has on the energy levels of those around them.
After 15 years of success with fabulous bosses and a minimal/manageable amount of exposure to @#$holes, I found out why other people I knew did not love their jobs the way I had in the past when I started working for a bully.
Being proactive and determined to succeed, I searched for answers to questions like - How can I manage this situation better? How can I find ways to be more effective and less reactive under these circumstances? How can I shield my team and try to be a catalyst for change in this department? What are the most important results that I need to focus on and manage?
I was discouraged to find other material that I read on bullies and hostile environments, concluded the bullies always "win" - that the jerk would persevere and often expand their influence. The targets and others impacted generally had 3 choices, accept and adopt the practices, become apathetic and do the minimum to get by spending a large percentage of time doing CYA or leave the department or the company. The books also spent a lot of time focusing on different legal positions.
This book provides hope that you can survive and impact change without a lawsuit. I wish everyone who is dealing with an #$%hole the courage, stamina, and good fortune to improve the situation.