Podcasts about The No Asshole Rule

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Being the boss isn't about power trips—it's about leaving your jerk card at the door. Turns out, surviving the workplace often comes down to one simple rule: don't be an asshole. Kim Scott and Amy Sandler sit down with Stanford's Bob Sutton, author of The No Asshole Rule and The Friction Project, to talk about how real leadership means treating people like people, not just cogs in a machine. Bob gets straight to the point about why toxic behavior kills productivity, how organizational “friction” can be both helpful and harmful, and what it takes to build teams that fight fair and thrive together. They also tackle why efficient isn't always effective, how to spot—and stop—assholes before they do lasting damage, and why the best bosses aren't afraid to show up with both candor and care. As Kim puts it, sometimes it's better to have a hole than an asshole. Whether you're leading a team or just trying to survive one, this conversation is your reminder that treating people with decency is never optional—and if you're stuck choosing between keeping an asshole or leaving a hole, always go with the hole. Get all of the show notes at RadicalCandor.com/podcast. Episode Links: Transcript Radical Friction: The Editor/Author Relationship Books | Bob Sutton Work Matters | Bob Sutton How To Get A Radically Candid Boss | Radical Candor Podcast 3 | 12 Don't Let A Bad Boss Derail You | Radical Candor Podcast 6 | 18 Are Assholes More Effective? Bob Sutton Weighs In Website Instagram TikTok LinkedIn Facebook YouTube Chapters:(00:00:00) IntroductionKim and Amy introduce Stanford Professor Emeritus Bob Sutton.(00:01:35) The No Asshole Rule Origin StoryHow Bob's research into organizational decline led to a focus on workplace jerks.(00:07:02) Layoffs Done Right (And Wrong)Kim and Bob trade stories on compassionate vs. catastrophic layoffs.(00:11:16) Good Friction vs. Bad FrictionThe Friction Project and why not all efficiency is actually efficient(00:16:23) Building Emotional TrustHow emotional trust grows and fuels creative partnerships.(00:24:58) The Asshole Survival Guide: 4 Ways to DealStrategies for handling difficult people and navigating toxic environments.(00:29:50) Certified vs. Clueless AssholesRecognizing the moments when you might actually be the asshole.(00:33:47) It Happens at the Listener's EarHow context shapes whether something feels candid or cruel.(00:38:59) Decision-Making, Simplicity & ReversibilityQuestions friction-fixers ask to decide when to slow down or speed up.(00:46:15) Gossip as a Strategic ToolThe ways gossip can help you avoid toxic work environments.(00:52:03) Fixing Friction at StanfordBob shares his current work helping Stanford reduce internal friction.(00:55:54) Where to Find Bob SuttonWhere to find Bob and his books — plus a final note on long emails.(00:56:50) Conclusion Learn more about your ad choices. Visit megaphone.fm/adchoices

Chapter 1:Summary of The No Asshole Rule"The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't" by Robert I. Sutton explores the impact that toxic individuals can have in the workplace and advocates for the elimination of such behavior. Sutton defines "assholes" as individuals who consistently demean and belittle others, creating a hostile work environment.The book outlines several key points:1. Consequences of Toxicity: Asshole behavior can lead to decreased productivity, increased turnover, and a toxic corporate culture that affects overall morale and performance.2. The Rule: The central premise is to implement a "No Asshole Rule" in organizations to foster respectful and civil interactions among employees. Sutton argues that allowing such behavior to persist can have detrimental effects not only on individuals but also on the organization as a whole.3. Identifying Assholes: Sutton provides strategies for identifying toxic individuals and suggests ways to deal with them, including addressing issues directly, setting boundaries, and promoting a culture of respect.4. Organizational Culture: Creating a civilized workplace requires leadership commitment, clear policies, and encouraging positive behavior through hiring practices and employee training.5. Personal Responsibility: Sutton also emphasizes the importance of individual responsibility, encouraging readers to reflect on their own behavior and its impact on colleagues.Overall, Sutton's work serves as a guide for organizations seeking to cultivate a positive work environment while addressing the challenges posed by difficult employees. It champions the idea that everyone deserves to work in a respectful space, and that organizations can thrive when they prioritize civility.Chapter 2:The Theme of The No Asshole Rule"The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't" by Robert I. Sutton is not a fictional narrative but a non-fiction book that explores the impact of toxic individuals in the workplace, particularly focusing on the behaviors of "assholes" and how they affect organizational culture, productivity, and employee morale. Here are some key points, character development (in terms of concepts rather than fictional characters), and thematic ideas from the book: Key Plot Points1. Definition of an "Asshole": Sutton defines an "asshole" as someone who intentionally behaves in a way that hurts others. He discusses the characteristics and behaviors that define such individuals, emphasizing the negative impact they have on their colleagues and work environments.2. The Cost of Tolerance: The book discusses how allowing toxic behavior to persist can lead to serious financial and emotional costs for organizations. Sutton provides evidence and case studies illustrating how poorly managed behavior can destroy teams and diminish productivity.3. The No Asshole Rule: Sutton introduces the concept of the "No Asshole Rule," advocating for a clear policy of zero tolerance towards toxic behavior in workplaces. He argues that organizations should actively cultivate a respectful and supportive workplace culture.4. Strategies for Implementation: Sutton offers practical strategies for organizations to identify toxic individuals and ways to manage or eliminate their influence. This includes hiring practices, performance evaluations, and promoting a culture of open feedback.5. Coping with Toxicity: He discusses how to deal with an asshole if you're stuck in a workplace that tolerates one. This includes maintaining personal well-being, seeking support from colleagues, and finding constructive ways to cope with the toxicity. Character DevelopmentWhile there are no fictional characters in "The No Asshole Rule," Sutton does explore various archetypes of workplace...

Julie Sumner is a recovering attorney who has more than 20 years of experience in labor and employment litigation. She started Monarch Endeavors in 2016 with the goal of helping employers resolve employee-related issues before they got sued. Monarch offers HR consulting and training services directed at HR professionals and management-level employees, since they are typically the first line of defense for an employer. Monarch's specialty is those "Oh, Sh!t!" moments that often paralyze employers because they do not know how to respond. At Monarch, our goal is to be your partner through those moments and help you resolve them as painlessly as possible. Key Takeaways [00:04:15] Clear Expectations [00:09:24] Building Trust [00:12:43] Proactive vs. Reactive Leadership [00:19:42] Disrespect in the Workplace [00:38:05] The No Asshole Rule: by Robert Sutton [00:39:16] Civility in Society [00:42:37] Teaching People to Connect Again   Where to Find Julie Sumner, Monarch Endeavors & Whine with HR Facebook – Monarch Endeavors, LLC LinkedIn – Monarch Endeavors, LLC Instagram – @Monarch_Endeavors_LLC Website – MonarchEndeavorsLLC.com Whine with HR Podcast How to find us - Visit our website – hardnopodcast.com – for show notes, which include links to books and other helpful resources. Like what you hear? Please subscribe, rate and review so others can find us, and make sure to follow us on social media. We're @hardnopodcast on Instagram, Facebook, LinkedIn & YouTube!

This is one of the interviews for my "Leadership Biz Cafe" podcast that I couldn't wait to share - my interview with Stanford professor and all-around great guy, Bob Sutton.Bob is an organizational psychologist, Stanford professor, and best-selling author of “The No Asshole Rule”, “Good Boss, Bad Boss”, and “Scaling Up Excellence”.My conversation with Bob revolved around his latest book, “The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder”, and this simple question - why are some organizations able to effortlessly adapt and transform to meeting changing market conditions, while others seem to be held back by the very processes that are meant to help get things done?Based on 7 years of research, Bob discovered that it all comes down to learning how to be a "friction fixer" who understands the difference between "good friction" and "bad friction".While I was (obviously) expecting Bob to be an incredibly insightful and well-informed guest on organizational culture – I hadn't expected to laugh as much as Bob and I did before, during, and after we went on the air.Listening to this episode, it's hard not to feel an undercurrent of warmth over the course of the episode, which gives this episode a lovely feel-good mood paired alongside fantastic insights and hilarious stories about how leaders can become “friction fixers” to improve the way their organization works.And at the end, Bob shares with me one of the best and kindest compliments I've ever received about my work. If only there was a way to hang an audio clip up on the refrigerator door....In other words, come for the laughs, stay for thought-provoking ideas you'll learn in this engaging conversation. Noteworthy links: Buy Bob's book “The Friction Project” on Amazon*Learn more about Bob's work: https://www.bobsutton.net/Read Tanveer's article mentioned during the episode: "Encouraging Your Employees To Reach For The Moon" https://tanveernaseer.com/encouraging-your-employees-to-reach-for-the-moon/ Hosted on Acast. See acast.com/privacy for more information.

Discover the intricate tapestry of Diversity, Equity, and Inclusion (DEI) that's shaping North America with "Here Comes Everyone."Experts Peter Trevor Wilson and Rodney Patterson join us for an enlightening journey through DEI's past, present, and future. We tackle the tough issues—legislative hurdles, societal resistance, and the complex realities of fostering equity within the workforce. Our guests bring clarity to the multifaceted business case for diversity and pull back the curtain on the nuanced challenges of group-based DEI initiatives. Learn more about Human Equity®, as we explore how educational backgrounds can inadvertently foster groupthink and limit organizational growth. Rodney lends his profound insight on creating workplaces where every individual's knowledge, skills, and unique contributions are valued. We confront the misinterpretation and misapplication of meritocracy and how it affects women and people of color, drawing inspiration from Martin Luther King Jr.'s vision of a just society. Leadership takes center stage with strategies from "The No Asshole Rule," reinforcing the importance of a respectful and inclusive company culture. Join us for a thought-provoking episode that promises to spark conversation and inspire change.For more info on my work as a conference emcee, spoken word artist, panel moderator and event designer check out my site at https://conferencebard.ca/

Welcome to the What's Next! Podcast with Tiffani Bova.    This week I have the honor and privilege of welcoming Bob Sutton to the show. We've been social media buddies for many, many years and I thought it was about time that Bob would join me on the podcast.    Bob is an organizational psychologist and professor of Management Science and Engineering at the Stanford Engineering School. He has written eight books, including his latest, The Friction Project, which is what we're going to talk about today. He also wrote other bestselling books, including The No Asshole Rule; Good Boss, Bad Boss, and Scaling Up Excellence.    THIS EPISODE IS PERFECT FOR… any leader or individual contributor who wants to become a friction fixer in their sphere of influence.   TODAY'S MAIN MESSAGE… there's friction in every organization. Some friction is good and fosters creativity and innovation but bad friction can seriously impede progress. Often, areas of friction are unresolved for long periods of time and if they get attention, it's often by addition, which just piles on layers of complexity. Bob strips things back and describes how anybody at any level can make a difference in reducing inefficiencies.   WHAT I LOVE MOST… Bob's example of how the DMV has reduced friction through a single person, a greeter, who helps cut down the dreaded time that people spend waiting. As Bob says, “If the DMV can do it, so you can you!”.   Running Time: 27:27   Subscribe on iTunes   Find Tiffani Online: Facebook Twitter LinkedIn   Find Bob Online: Website    Bob's Book:  The Friction Project  

"The customer is always right." - Everyone Who's Never Run a BusinessTrolls, fraudsters, and a-hole customers suck the life out of your and your team like a vacuum at a confetti party. If you've been in business for a minute, then you know what I'm talking about.Customers get a choice. But so do YOU. In this episode, I'll share:WHY We Blacklist PeopleHOW Our Blacklist System WorksHOW We Enforce ItAnd What We've Seen Since Implementing It00:00 Intro03:04 "The No Asshole Rule"04:51 What Type Of Asshole Are You Dealing With?12:11 How Does The Blacklist System Work?15:00 Aren't You Just Holding A Grudge?18:53 Overview Of Our Blacklist System26:36 How Do You Continue To Enforce It?31:04 So, Does This Actually Work? ► Click Here For Our Advantage+ Shopping Training► Follow Josh on social media: YouTube | Instagram | Facebook | TikTok | Enjoying The Ecommerce Alley Podcast?Click here to join our free Facebook group to get additional resources & access to weekly LIVE workshops that will help grow your revenue.

On this episode of the Live Greatly podcast Kristel Bauer sits down with organizational psychologist and Stanford professor, Robert Sutton, to discuss his new book, THE FRICTION PROJECT: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder, which Robert wrote with Hayagreeva “Huggy” Rao.  Kristel and Bob discuss what is bad friction at work, how leaders can create an optimal work environment, Bob's no asshole rule, how to better recieve feedback and more.  Tune in now! Key Takeaways from This Episode: A look into THE FRICTION PROJECT: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder A look into Bob's No Asshole Rule What is bad friction at work? Some keys for leaders to navigate friction at work The importance of savoring How to build self-awareness as a leader A look into addition sickness An example of a get rid of stupid stuff campaign Why having a thick skin is important as a leader Bob's take on some keys to Adam Grant's success What kind of feedback should you be looking for in the workplace? ABOUT ROBERT SUTTON: Robert I. Sutton is an organizational psychologist and professor of Management Science and Engineering in the Stanford Engineering School. He has given keynote speeches to more than 200 groups in 20 countries, and served on numerous scholarly editorial boards. Sutton's work has been featured in the New York Times, BusinessWeek, The Atlantic, Financial Times, Wall Street Journal, Vanity Fair, and Washington Post. He is a frequent guest on various television and radio programs, and has written eight books including The Friction Project, and two edited volumes, including the bestsellers The No Asshole Rule; Good Boss, Bad Boss; and Scaling Up Excellence. About the book THE FRICTION PROJECT: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder (St. Martin's Press; January 30, 2024), bestselling authors and Stanford professors Robert I. Sutton and Hayagreeva “Huggy” Rao present a decade's worth of research on what ought to be easy and what ought to be hard in organizations, and how to change things for the better. Based on their research, case studies, and hundreds of engagements with top companies, the authors reveal just how widespread this affliction is, and provide a roadmap for readers to take up the mantle and blaze a path out of the muck. Sutton and Rao tease out the most common and destructive forms of friction, and share proven tactics, tools, and practices that can help us avert these traps and move forward. Ultimately, THE FRICTION PROJECT makes the case for a new philosophy that empowers us to build positive, productive, and humane organizations that make life better for their people and those they serve. Website:  https://www.bobsutton.net/  Order the book, THE FRICTION PROJECT - How Smart Leaders Make the Right Things Easier and the Wrong Things Harder: https://www.bobsutton.net/book/the-friction-project/  Social Media Links: LinkedIn: https://www.linkedin.com/in/bobsutton1/  Twitter:  https://twitter.com/work_matters   About the Host of the Live Greatly podcast, Kristel Bauer: Kristel Bauer is a corporate wellness expert, popular keynote and TEDx speaker, and the host of top-rated podcast, “Live Greatly,” a show frequently ranked in the top 1% for self-improvement. Kristel is an Integrative Medicine Fellow & Physician Assistant with clinical experience in Integrative Psychiatry, giving her a unique perspective into optimizing mental well-being and attaining a mindset for more happiness and success in the workplace and beyond. Kristel decided to leave clinical practice in 2019 when she founded her wellness platform “Live Greatly” to share her message around well-being and success on a larger scale.  With a mission to support companies and individuals on their journeys for more happiness, success, and well-being, Kristel taps into her unique background in healthcare, business, and media, to provide invaluable insights into high power habits, leadership development, mental well-being, peak performance, resilience, sales, success, wellness at work, and a modern approach to work/life balance. Kristel is a contributing writer for Entrepreneur and she is an influencer in the business and wellness space having been recognized as a Top 10 Social Media Influencer of 2021 in Forbes. A popular speaker on a variety of topics, Kristel has presented to groups at APMP, Bank of America, Commercial Metals Company, General Mills, Northwestern University, Santander Bank and many more. She has been featured in Forbes, Forest & Bluff Magazine, Authority Magazine & Podcast Magazine, has contributed to CEOWORLD Magazine & Real Leaders Magazine, and has appeared on ABC 7 Chicago, WGN Daytime Chicago, Fox 4's WDAF-TV's Great Day KC and Ticker News. Kristel lives in the Chicago area with her husband and their 2 children.  She can be booked for speaking engagements worldwide. You can learn more at https://www.livegreatly.co/  To Book Kristel Bauer as a speaker for your next event, click here. You can view Kristel Bauer's speaking reel here.  Website: www.livegreatly.co  Follow Kristel Bauer on: Instagram: @livegreatly_co  LinkedIn: Kristel Bauer Twitter: @livegreatly_co Facebook: @livegreatly.co Youtube: Live Greatly, Kristel Bauer To Watch Kristel Bauer's TEDx talk of Redefining Work/Life Balance in a COVID-19 World click here. Disclaimer: The contents of this podcast are intended for informational and educational purposes only. Always seek the guidance of your physician for any recommendations specific to you or for any questions regarding your specific health, your sleep patterns changes to diet and exercise, or any medical conditions.  Always consult your physician before starting any supplements or new lifestyle programs. All information, views and statements shared on the Live Greatly podcast are purely the opinions of the authors, and are not medical advice or treatment recommendations.  They have not been evaluated by the food and drug administration.  Opinions of guests are their own and Kristel Bauer & this podcast does not endorse or accept responsibility for statements made by guests.  Neither Kristel Bauer nor this podcast takes responsibility for possible health consequences of a person or persons following the information in this educational content.  Always consult your physician for recommendations specific to you.

In part two, Bob provides tangible strategies to prevent productivity-sucking meetings. Drawing from extensive research, he shares real-world examples of organizations that have smoothed operations and empowered teams. Bob recounts insightful anecdotes from his newest book, "The Friction Project," profiling leaders who have made desired behaviors easier and negative behaviors harder. Finally, he reminisces on the origins of his bestselling book "The No Asshole Rule" and the widespread impact it has had on workplaces seeking to limit abrasive conduct. Tune in to gain specific takeaways on streamlining processes, enhancing psychological safety, nudging better decisions, and establishing behavioral guardrails from this master of organizational psychology. About Bob: Robert I. Sutton is an organizational psychologist and professor of Management Science and Engineering in the Stanford Engineering School. He has given keynote speeches to more than 200 groups in 20 countries, and served on numerous scholarly editorial boards. Sutton's work has been featured in the New York Times, BusinessWeek, The Atlantic, Financial Times, Wall Street Journal, Vanity Fair, and Washington Post. He is a frequent guest on various television and radio programs, and has written seven books and two edited volumes, including the bestsellers The No Asshole Rule; Good Boss, Bad Boss; and Scaling Up Excellence.

Reduce workplace friction and empower your team. Bob Sutton joins Kathleen to discuss strategies from his new book "The Friction Project" on how smart leaders make desired behaviors easier and negative behaviors harder. Drawing on decades of organizational research, Bob provides a blueprint for creating smoother, more productive work cultures. Tune in to gain insights on fostering psychological safety, nudging better decisions, designing efficient processes, and more from this esteemed Stanford professor and bestselling author of "The No Asshole Rule" and "Good Boss, Bad Boss." You'll come away with tangible takeaways to remove energy-sapping friction and help your people thrive.About Bob: Robert I. Sutton is an organizational psychologist and professor of Management Science and Engineering in the Stanford Engineering School. He has given keynote speeches to more than 200 groups in 20 countries, and served on numerous scholarly editorial boards. Sutton's work has been featured in the New York Times, BusinessWeek, The Atlantic, Financial Times, Wall Street Journal, Vanity Fair, and Washington Post. He is a frequent guest on various television and radio programs, and has written seven books and two edited volumes, including the bestsellers The No Asshole Rule; Good Boss, Bad Boss; and Scaling Up Excellence.

Welcome to Grit & Growth's masterclass on friction — the good, the bad, and the ugly. Robert Sutton, Stanford professor in the School of Engineering and best-selling author, has stories and strategies to help you identify the causes of friction, eliminate it, and even learn how to use friction intentionally to create more space for success. Friction, according to Bob Sutton, “ is simply putting obstacles in front of people that slow them down, that make their jobs more difficult and maybe a little bit more frustrating.” Sutton has written multiple New York Times bestsellers, including The No Asshole Rule, and Scaling Up Excellence with coauthor and Stanford colleague Huggy Rao. His upcoming book with Rao is all about the friction that typically arises after companies scale, and it is appropriately titled The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder.Sutton's research shows that friction often starts at the top. Luckily, he has lots of advice for how to become more aware of the power and influence leaders wield and tips for eliminating unwanted friction in your organization.Seven Masterclass TakeawaysAdopt a trustee mindset. According to Sutton, “Leaders should be trustees of other people's time.” This means not just trying to find ways of saving people's time, but also being aware of how you're imposing on their time. Don't be oblivious. “Leaders need to be aware of the power and influence they have,” says Sutton, because an offhand comment can send employees on a wild goose chase that costs time, energy, and money. “That's what happens when people in positions of power…are unaware of their cone of friction.” Leaders also need to acknowledge their blind spots. Many assume that because of their success, they know everything that matters about their organization; what Sutton calls the “fallacy of centrality.” Either way, what you don't know can certainly hurt you.Avoid power poisoning. “When people feel powerful or more powerful than others they tend to focus on their own needs over others and then they act like the rules don't apply to them,” Sutton says. Friction is almost always the result.Embrace inconvenience. Leaders often get the VIP treatment. They don't have to stand in line or wait on hold. But Sutton says that this “absence of inconvenience…is protecting you from the experience that your customers are facing.” If you don't feel the friction yourself, how can you address it?Play the subtraction game.Sutton suggests approaching problems with a subtraction mindset as an antidote to what he calls addition sickness. He says, “First, make a list of stuff that's getting in the way and driving you crazy. Okay, so now what are you going to do to get rid of it?”Fight friction as a team.“Friction is often an orphan problem that we point at other people, and we tell them it's their job to fix it,” Sutton says. Given the high-friction nature of friction fixing, he suggests a team effort.Remember that not all friction is bad.Sutton acknowledges that some things should be hard, like cheating, stealing, and making stupid decisions quickly. He says “Sometimes, being fast — all that does is get you killed off more quickly. The goal of getting rid of mindless, unwanted friction is to clear the way for the things in life that are hard and should be hard.”Listen to Bob Sutton's anecdotes and advice on how to recognize and remove friction in the workplace. The Friction Project will be released on January 30, and you can pre-order copies of the book now. (https://www.amazon.com/Friction-Project-Leaders-Things-Easier/dp/1250284414)See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

For this episode, I interviewed Marc Prine who is an I/O Psychologist with the management advisory firm MIP Consulting. We talked about: The good, bad, and ugly of employee monitoring systems How to REALLY build trust with team members Psychometric testing (and why Meyers Briggs & DISC are good for fun & games only) How to increase your confidence and executive presence The best way to hire (that's backed by the scientific literature) How to fire with dignity How his “no asshole rule” helped him create his dream career Enjoy this valuable episode full of evidence-based leadership principles, strategies, and tactics. Special Guest: Marc Prine.

Over the last century, the world of work has changed extensively. We've experienced growth in the service sector, increased participation of women and minorities, and the rise of automation and technology – yet, oddly enough, many HR practices haven't evolved much or at all. Melissa Swift, the Transformation Leader for North America at the Mercer consulting firm, believes that it's time to update HR to finally meet the demands of today's workplace.Melissa Swift is a recognized authority on humanistic workplace transformation and the author of Work Here Now: Think Like a Human and Build a Powerhouse Workplace. As the Transformation Leader for North America Mercer, she helps C-suite executives and organizations reinvent the employee experience, drive performance, and create a sustainable competitive advantage. In this episode, Dart and Melissa discuss:- Uncovering the dark history and roots of HR practices- The evolution of traditional and agile HR models- Work Here Now, by Melissa Swift- The danger of excessive customer centricity- Mapping customer journeys alongside employee journeys- Research findings on what makes work pleasant or unpleasant - The competing demands and complexities of the CPO role- The impact of unrealistic expectations in the age of technology- Pitfalls of a cost-centered approach to work- And other topics…Melissa Swift is a recognized authority on humanistic workplace transformation and the author of Work Here Now: Think Like a Human and Build a Powerhouse Workplace. She is the Transformation Leader for North America Mercer, an HR and wealth management consultancy that helps C-suite executives and organizations reinvent the employee experience, drive performance, and create a sustainable competitive advantage. Across her diverse career, Melissa has founded a research institute on leadership of the future for Russell Reynolds Associates, launched two ESG practices at Deloitte, and conducted landmark carbon credit trades for Deutsche Bank. Her research has been published in Harvard Business Review and The Wall Street Journal, and her insights have been quoted in Newsweek, The Washington Post, The Economist, and more. She has also been featured as one of Twitter's “20 Digital Transformation Leaders to Follow” and named a “Top Influencer on the Future of Work” by Onalytica.Resources Mentioned:Work Here Now, by Melissa Swift: https://www.amazon.com/Work-Here-Now-Powerhouse-Workplace/dp/B0BVX6J4V1 The No Asshole Rule, by Robert Sutton: https://www.amazon.com/The-No-Asshole-Rule-audiobook/dp/B000NOKBYS Mapping Experiences, by James Kalbach: https://www.amazon.com/Mapping-Experiences-Complete-Alignment-Blueprints/dp/1492076635 The Anatomy of Genres, by John Truby: https://www.amazon.com/Anatomy-Genres-Story-Forms-Explain/dp/0374539227 Humanocracy, by Gary Hamel: https://www.amazon.com/Humanocracy-Creating-Organizations-Amazing-People/dp/B08F2RZ6VH Connect with Melissa:LinkedIn: https://www.linkedin.com/in/swiftmelissa/ Twitter: https://twitter.com/meswift 

Melissa Swift is North American Transformation Leader at Mercer and author of Work Here Now: Think Like a Human and Build a Powerhouse Workplace.Melissa says that most of her career has been occupied by work that no-one understands. That's been a consequence of a preference for working with diverse groups of people to solve complex problems. She currently works at Mercer which is a consultancy that helps with making work better, rewards systems, and wellness.Melissa believes that one of the aspects of work that is rarely considered is the everyday experience of the employee and how they feel about the work they are doing. In particular, often they can't relate what they are doing to the goals of the business. Sometimes this is because the relationship is tenuous at best.Over the years Melissa has tested and learnt what makes a job fun for her. Her current job at Mercer combines intellectual challenge, working in diverse teams, and solving real world problems.Performative work appears in her book as a major problem area. A lot of the time what we are doing at work is artistic performance - we're doing it just to show off. If we eliminated this we'd have fewer meetings, time for other things, and a better understanding of who was doing the work that contributes to the outcomes.She believes that companies could do better by addressing “immigration, migration and incarceration”: recruiting for technical skills and training for language skills rather than vice versa, moving to locations where the talent is, eliminating the biases that militate against hiring formerly incarcerated workers.She says “data tells us that HR is starving, misdirected, and overloaded.” It is understaffed compared to other functions such as finance, and that means that it is squeezed between ever-increasing demands of the centre and the grass roots. At the same time it is still undertaking a lot of transactional work manually.Melissa believes that there is a need for candour about the effectiveness of information technology in many businesses. There's a reluctance on the part of management to go there even though they suspect the truth.Melissa believes that in order to combat ‘the great resignation', corporate America needs to manage work populations more thoughtfully. Whilst organisations look to create a consistency of experience for their workers, doing so fails to take into account the differences in prior experience of individuals. In particular organisations are not forging a high quality relationship with under-represented groups.Melissa contends that most companies could vastly improve their performance by doing less, and performing the high priority tasks better: so much activity doesn't translate to the bottom line. Much of what we do is driven by what Melissa calls the ‘work anxiety monster.' This not an employee problem, or even a management problem, it is systemic.Melissa's proudest achievement is the impact she has had on other people's careers. Her biggest mistake was to chose certain roles where she was under-employed when her daughter was younger: she under-estimated the psychological impact of being neither challenged nor valued.She was inspired on her own journey by Mary Cianni at Korn Ferry, who combines an academically inflected perspective on transformation consultancy with practical wisdom born of experience. Melissa would recommend Bob Sutton's ‘The No Asshole Rule' to aspiring leaders. “No toxicity is non-negotiable” she says.Her self-care regime consists of getting up at 6:30 for a two-mile run. She has done this every day for over 800 consecutive days now.Her advice to her 20-year-old self is “Don't put so much weight on every decision… take the pressure off, you have underlying values and they're going to come through.”

What comes to mind when you hear the word power? Whether or not you're ambivalent about the idea of power, there's no denying its role in the workplace. From bureaucracy and hierarchy to performance reviews and incentive plans, power dynamics are on full display in the workplace. So how can we show up powerfully at work and wield influence within our organizations? Dr. Jeffrey Pfeffer is a professor of organizational behavior at the Stanford University Graduate School of Business. He's the author of many books including The Human Equation, Dying For Paycheck, and most recently The 7 Rules of Power: Surprising–but True–Advice on How to Get Things Done and Advance Your Career.  In this episode, Dart and Jeffrey discuss the thesis of Jeffrey's recent book The 7 Rules of Power. They discuss the relationship between power and formal titles, how leaders rise to the top, how to gain power and influence, how companies can generate higher profits by putting people first, and much more. Topics Include:- Why people are ambivalent about power - Defining power, influence, and control- The purpose of power  - Dying for a paycheck - The knowing-doing gap - Gaining influence with powerful people- The modern plight of HR departments - And other topics… Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University, where he has taught since 1979. Before Stanford, Jeffrey taught at the University of California, Berkeley, and the University of Illinois. Jeffrey has been a visiting professor at Harvard Business School, London Business School, Singapore Management University, and IESE in Barcelona. He has given talks in 39 countries and received an honorary doctorate from Tilburg University in The Netherlands. He currently writes a twice-monthly column for Fortune.com, and in the past has written for Business 2.0, the CEIBS Business Review (China), Capital Magazine (Turkey), and for numerous other blogs in the U.S. He is also the author of several books including the Human Equation, The Knowing-Doing Gap, Dying for a Paycheck, Hard Facts, Managing with Power, and the 7 Rules of Power. Jeffrey currently serves on the board of Berlin Packaging and a nonprofit, Quantum Leap HealthcareResources Mentioned:7 Rules of Power by Jeffrey Pfeffer: https://www.amazon.com/Rules-Power-Surprising-but-True-Advice-Advance-ebook/dp/B09FPGBG22 The Human Equation by Jeffrey Pfeffer: https://www.amazon.com/Human-Equation-Building-Profits-Putting/dp/0875848419The No Asshole Rule by Robert Sutton: https://www.amazon.com/The-No-Asshole-Rule-audiobook/dp/B000NOKBYSInfluence by Robert B. Cialdini: https://www.amazon.com/Influence-Psychology-Persuasion-Robert-Cialdini/dp/006124189X  

128. Bölümde RheinWest HR Solutions Genel Müdür Toygar Çınar konuğum oldu. Toygar Çınar, Almanya'nın Kuzey Ren-Vestfalya eyaletinde Wuppertal Üniversitesinde ekonomi eğitimi almış. Uluslararası Yönetim ve Ekonomi üzerine yüksek lisans yapmış...Bankacılık sektöründe kariyerine adım atıyor .. Ve yıllar içerisinde kazandığı deneyimle kendi insan kaynakları şirketini kuruyor.. (Bu podcast, Akbank hakkında reklam içerir) (00:00) - Açılış ve Toygar'ı tanıyoruz. (01:53) - Toygar Çınar'ın hikayesi. (04:17) - Şirket kültürünü anlamak ve insan kaynakları tarafında Avrupa'da yaşanan değişimler. (09:06) - Değişim sadece insan kaynakları alanında değil. https://www.akbank.com/tr-tr/urunler/Sayfalar/kobi-eko-donusum-paketi.aspx?utm_source=mediacom&utm_medium=podcast&utm_campaign=dunyatrendleri (11:16) - Şirketler insan kaynağını seçerken kültürü nasıl dikkate alıyor? (15:05) - Evden çalışma sürecinde üretkenliği ve verimliliği korumak ve geliştirmek adına çalışanlar ve kurumlar neler yapabilir? (21:40) - İnsan kaynaklarının bugün ilgilendiği konulardan biri de yeteneği elde tutmak. İçinde bulunduğumuz yeni dünyada şirketler bunu nasıl gerçekleştiriyor? Çalışanları nasıl motive ediyorlar. (Yeni kuşak, teknolojik değişimler, değişen koşullar vs) (26:30) - Dünya üzerinde büyük bir istifa süreci var! Bu dönemde kariyer change yapanlarda çok fazla oldu bunu neye bağlıyorsunuz? (29:32) - Belçika'da 4 günlük çalışma modeline geçti bu konuda öngörüler. (33:13) - Asgari ücret Almanya'da ne kadar? (34:48) - GameChanger mit Toygar Çınar - Podcast https://open.spotify.com/show/00YpDht0kitGkYDvRMIBrj (38:28) - Hangi sektörler ön planda ? (40:27) - Kitap önerileri Robert Sutton - https://www.goodreads.com/book/show/97905.The_No_Asshole_Rule?ac=1&from_search=true&qid=emFLYmor8o&rank=1 (41:30) - Kapanış Toygar Çınar - https://www.linkedin.com/in/tcinar/ Sosyal Medya Hesaplarımız; Twitter - https://twitter.com/dunyatrendleri Instagram - https://www.instagram.com/dunya.trendleri/ Linkedin - https://www.linkedin.com/company/dunyatrendleri/ Youtube - https://www.youtube.com/c/aykutbalcitv Goodreads - https://www.goodreads.com/user/show/28342227-aykut-balc aykut@dunyatrendleri.com Bize Bağış Yapmak İsterseniz Patreon hesabımız - https://www.patreon.com/dunyatrendler

Today is going to be a little bit of a spicy episode, and we'll be talking today about The No Asshole Rule. I'm guessing that most of you in the legal profession have heard of this “rule”.  It often comes up in interviews where you're interviewing with a legal workplace. This happens most often in large firms, but not always. It happens in other contexts as well. We're also going to talk a little bit about what this rule really means, and what you can do if you've already found out. Let's get right into the No Asshole Rule. See show notes at formerlawyer.com/139

This week's episode comes with a twist as the podcast interviewer becomes the interviewee to celebrate the milestone of reaching 100 episodes. Stepping in to host this unique episode is Irish born, Sydney based guest Cathal Quinlan. Cathal holds over 20 years of experience working in corporate and has recently become the proud owner of Better@Work – helping people transform their working experiences and boosting performance personally and within others. This week, listeners will get to absorb so much more about the founder of Happier at Work as we dive into Aoife's personal and professional journey, learn about the evolution of her purpose and find out what the future looks like for the business. Listeners, get ready to embark on the squiggly road trip to Happier at Work. Whilst on the hot seat, Aoife will explore many topics that haven't been discussed before and reveals a fascinating opportunity. The main points throughout the episode include: - Stepping into employment after college. - Working abroad: making big moves for an international career. - Coping with feeling overloaded with work. - Dealing with empty promises and a lack of recognition at work. - The importance of confidence in the workplace. - Returning to work after a career break. - Falling in and out of love with your job. - Choosing a career and igniting your strengths. - Feeling unhappy at work and stepping into the unknown. - The damaging effects of micromanagement and value conflict at work. - Business attitudes: understanding the profile of an organisation. - How to enhance retention to avoid the great resignation. - When is Aoife happiest at work? - Podcast learnings and the power of gratitude. - The ongoing journey of Happier at Work and what is next for Aoife O'Brien. THE LISTENERS SAY: Do you have any feedback or thoughts on this discussion? If so, please connect with Aoife via the links below and let her know. Aoife would love to hear from you! Connect with Cathal Quinlan: https://www.linkedin.com/in/cathal-quinlan Connect with Happier at Work host Aoife O'Brien: https://www.happieratwork.ie https://www.linkedin.com/in/aoifemobrien https://www.twitter.com/HappierAtWorkHQ https://www.instagram.com/happieratwork.ie https://www.facebook.com/groups/happieratworkpodcast Resources: The Squiggly Career by Helen Tupper and Sarah Ellis. https://www.amazingif.com/ The No Asshole Rule by Robert I. Sutton PhD https://www.amazon.com/Asshole-Rule

Listen in for how the most dynamic businesses in the country continue to succeed and take on new challenges no matter what!In this episode of Raising The Bar Podcast, Allison talks with Don Ochsenreiter, the President & CEO of Dollamur Sport Surfaces. He has significant strategic, operations, and financial management experience in sporting goods. With strategy management consulting experience at McKinsey and Accenture, Don's organizational restructuring, complex problem solving, and process improvement skills are over the top. He possesses strong cross-functional team leadership, development, and project management skills.Are you ready to Raise the Bar?Make sure to take away the notes!Conversation Highlights:[00:24] - [03:54] Who is Don Ochsenreiter? ● Talent is entirely emotional!● Time is the key that teaches us to judge talent.● Being healthy is more important than being successful. [04:05] - [07:57] What did Don learn from "The NO Asshole Rule" book?● The wrong person in an organization is equal to Cancer![08:00] - [12:54] Management and Leadership are two different skill sets? ● How does Don help managers to become leaders?● What is the difference between management and leadership?● What does Don look for in a leader?[14:24] - [15:48] How does Don manage between Old Experience Managers and the Youth?[16:40] - [21:36] Why is a mentor important to midsize companies?● What is the terrible thing in organizations?● Companies should allow people to move and expand their interests and talent.[21:39] - [22:55] What does Don's Hiring Process look like?[24:09] - [25:39] How to grow Small and Mid-size Companies into Larger ones?[28:59] - [31:11] The Best Way to Effectively manage people!Memorable Quotes:“Surround yourself with people who are smarter than you.”"You don't have to be a micromanager if you are a leader.""Good managers are also good mentors."Special Reminder:Thanks for checking out the show. Be sure to subscribe and leave a review.If you have an idea or topic for the show, or maybe you want to be on the show, visit us at https://raisingthebar.live.Reach out to Don Ochsenreiter: ● LinkedIn: https://www.linkedin.com/in/donochsenreiter ● Facebook: https://m.facebook.com/don.ochsenreiter ● Twitter: https://twitter.com/dollamurceo ● Dollamur Website: https://dollamur.com/Resources:● Book: The No Asshole Rule Connect with Allison:YouTube: AltiqeLinkedIn: Allison De PaoliWebsite: https://altiqe.comPlease Email her at clientcare@altiqe.comAvailable on Apple Podcast, Spotify, Stitcher, Google Podcasts, and other major podcasting platforms.

Listen in for how the most dynamic businesses in the country continue to succeed and take on new challenges no matter what! In this episode of Raising The Bar Podcast, Allison talks with Don Ochsenreiter, the President & CEO of Dollamur Sport Surfaces. He has significant strategic, operations, and financial management experience in sporting goods. With strategy management consulting experience at McKinsey and Accenture, Don's organizational restructuring, complex problem solving, and process improvement skills are over the top. He possesses strong cross-functional team leadership, development, and project management skills. Are you ready to Raise the Bar? Make sure to take away the notes! Conversation Highlights: [00:24] - [03:54] Who is Don Ochsenreiter? ●    Talent is entirely emotional! ●    Time is the key that teaches us to judge talent. ●    Being healthy is more important than being successful. [04:05] - [07:57] What did Don learn from "The NO Asshole Rule" book? ●    The wrong person in an organization is equal to Cancer! [08:00] - [12:54] Management and Leadership are two different skill sets? ●    How does Don help managers to become leaders? ●    What is the difference between management and leadership? ●    What does Don look for in a leader? [14:24] - [15:48] How does Don manage between Old Experience Managers and the Youth? [16:40] - [21:36] Why is a mentor important to midsize companies? ●    What is the terrible thing in organizations? ●    Companies should allow people to move and expand their interests and talent. [21:39] - [22:55] What does Don's Hiring Process look like? [24:09] - [25:39] How to grow Small and Mid-size Companies into Larger ones? [28:59] - [31:11] The Best Way to Effectively manage people! Memorable Quotes: “Surround yourself with people who are smarter than you.” "You don't have to be a micromanager if you are a leader." "Good managers are also good mentors." Special Reminder: Thanks for checking out the show. Be sure to subscribe and leave a review. If you have an idea or topic for the show, or maybe you want to be on the show, visit us at https://raisingthebar.live/ (https://raisingthebar.live). Reach out to Don Ochsenreiter:    ●     LinkedIn: https://www.linkedin.com/in/donochsenreiter (https://www.linkedin.com/in/donochsenreiter)  ●     Facebook: https://m.facebook.com/don.ochsenreiter (https://m.facebook.com/don.ochsenreiter) ●     Twitter: https://twitter.com/dollamurceo (https://twitter.com/dollamurceo) ●     Dollamur Website: https://dollamur.com/ (https://dollamur.com/) Resources: ●    Book: https://www.amazon.com/Asshole-Rule-Civilized-Workplace-Surviving/dp/0446698202 (The No Asshole Rule) Connect with Allison: YouTube: https://www.youtube.com/channel/UCC7GtNnmefrjeNAzE9sWu0Q?view_as=subscriber (Altiqe) LinkedIn: https://www.linkedin.com/in/allison-de-paoli-b48825/ (Allison De Paoli) Website: https://altiqe.com/ (https://altiqe.com) Please Email her at clientcare@altiqe.com Available on Apple Podcast, Spotify, Stitcher, Google Podcasts, and other major podcasting platforms.

I get it. You've had that position open for two months and work isn't getting done. But bring in someone who isn't a team player, no matter how talented, and things will get worse. If you haven't before, read The No Asshole Rule. Or actually, just write "No Assholes" on a post-it note and keep it near your computer. Oh, and keep reading for more reassurances on why it's always a bad idea to hire a jerk. Get the weekly newsletter to read more. https://us4.campaign-archive.com/?u=3c7b14630509cce52d23ffec0&id=2581655b45

Have you ever felt demeaned, harassed, or humiliated at work? During their training, our future doctors and scientists may often encounter hostile work environments upheld by their supervisors. The academic culture emboldens the bullies and discourages students from speaking up when they experience harmful treatment. Why do bullies continue to thrive in academia, and how can the scientific community take action?  In this episode, we discuss abusive supervision in academia with Dr. Sherry Moss, Professor of Organizational Studies at Wake Forest University, and Dr. Morteza Mahmoudi, Assistant Professor of Radiology and Precision Health Program at Michigan State University. We consult Dr. Bob Sutton, an organizational psychologist and author of “The No Asshole Rule,” and Dr. Steve Anderson, former Director of the Driskill Graduate Program at Northwestern University, to render a multi-layered perspective on the state of bullying in academia.

Yep, you read the title right . . . Robert Sutton gives you guidance on how to identify people in your life (including evaluating yourself and how you treat others) and how to deal with "jerks" in your life. Any organization needs to make sure that they have everyone rowing in the same direction, and if anyone is disrupting that flow, they need to be dealt with. Sutton gives us all tips on how to organize our programs to get everyone on the same page. Enjoy!!

Tom talks about the No Asshole Rule, and why you need to be careful about who you let enter your circle.

Building a Civilized Workplace and Surviving One that Isn’t How do you react when you meet a mean-spirited person? If you’re anything like author Robert Sutton, you probably think: “Wow, what an asshole!” Maybe you call them something else, like bullies, creeps, jerks, tyrants, or egomaniacs. But overall, asshole seems to best capture the fear and loathing you have for these nasty people. Unfortunately, most of us have to deal with assholes in the workplace, and Sutton aims to show how destructive these people are to their colleagues and organizations. You’ll learn how to keep these types of jerks out of the workplace as well as how to handle the ones you are stuck with. As you read, you’ll learn the total cost of assholes in business, why emotionally distancing yourself is key, and how sometimes being an asshole can be effective. Do you want more free book summaries like this? Download our app for free at https://www.QuickRead.com/App and get access to hundreds of free book and audiobook summaries.

Today we will be answering, what is the cost of a bad culture? We have two guests joining us. First, Amy Friedlander Hoffman is the former Head of Business Development at Uber. Then we have Julie Manning Magid who is the Executive and Academic Director at the Randall L. Tobias Center for Leadership Excellence.   References:  [:23] On this episode we will discuss what happens when the culture goes wrong and look at some real-world examples.   [:33] Introduction to Julie and Amy.  [1:10] Question of the day.  [2:03] Greg mentions the culture at Uber.  [2:35] Greg mentions the “No Asshole Rule.”  [4:36] Amy joins the podcast.  [17:18] Greg mentions Dara Khosrowshahi, the CEO of Uber.  [18:08] Amy speaks about Uber's culture.  [21:51] Greg references “Don't Fuck Up the Culture.”  [22:24] Julie joins the podcast.  [24:28] Julies talks about the Bluebell case study.  [28:38] Julie mentions the Tobias Leadership Center at Indiana University https://tobiascenter.iu.edu/

Saya membahas buku The No Asshole Rule karya Robert I. Sutton. Buku ini membahas bagaimana menciptakan lingkungan kerja yang bebas dari orang menyebalkan atau Robert menyebutnya sebagai assholes. Secara evolusi, manusia pernah melalui fase di mana orang yang paling kuat dan kasar, biasanya menjadi pemimpin di jaman dulu. Namun, di era sekarang, sifat agresif dan kasar pada posisi yang lebih tinggi malah kontraproduktif.

Robert (Bob) Sutton is a Professor of Management Science and Engineering at Stanford University. He is the co-founder of the Stanford Technology Ventures Program (STVP) and the Hasso Plattner Institute of Design (the D School).  Bob is currently working with Huggy Rao on The Friction Project, where they focus on why companies make the right things too complicated and the wrong things too easy and what to do about it. He's published over 200 articles in academic and popular outlets, and seven of Bob's books have gotten accolades, including being part of the Top 100 Business Books list, New York Times Bestseller, The Wall Street Journal bestseller, and more. His books include Hard Facts, Dangerous Half-Truths, And Total Nonsense; The Knowing-Doing Gap; Weird Ideas That Work, The No Asshole Rule, and Good, Bad Boss. He also wrote The Asshole Survival Guide: How to Deal With People Who Treat You Like Dirt and Scaling-Up Excellence. In this episode… Many companies are doing the opposite of what they need to do in order to scale their business. They make bad things easy and faster to do, while good things pose more challenges and are accomplished at a slower pace. Bob Sutton says that many companies make this mistake in a variety of ways, from creating friction-laden processes to spending a ton of money on billable hours while doing mundane and unproductive tasks. So what’s the alternative approach that is making unicorns like Facebook change their perspective? How are top CEOs like Patrick Collison of Stripe accomplishing massive things that would typically take months so quickly? Listen to this episode of the Inspired Insider podcast with Dr. Jeremy Weisz as he talks to Stanford professor, best selling author, and in-demand speaker, Bob Sutton, about some of the exciting things he discovered through The Friction Project. They’ll be discussing how top brands like Uber, Google, and Facebook get things done so quickly, how companies can uncomplicate the process for easy tasks, how to avoid making bad things an effortless endeavour, and more. Stay tuned.

There are some people in life who are more than unpleasant, more than annoying. They're real, genuine a**holes. My guest today has written the preeminent field guides to identifying, dealing with, and avoiding all of life's jerks, bullies, tyrants, and trolls: The No Asshole Rule and The Asshole Survival Guide. His name is Bob Sutton, he's a Stanford professor of organization and management, and we begin our conversation together with how Bob defines what makes an a-hole an a-hole, what causes their jerkiness, and the costs of having such disagreeable people as part of an organization. We then get into the circumstances of when being a jerk yourself can actually be advantageous. We then turn to how to deal with the jerks in your own life, including distancing yourself from them, deciding you're going to be better than them, and imagining you're a jerk collector encountering a new species of jerk. Bob explains smart ways to fight back against jerks, and gets into the wisdom of documenting their jerkiness, why it's occasionally helpful to take an aggressive stand, and how even Steve Jobs learned how to be less of an a-hole. We end our conversation with how to build a jerk-free workplace.  Get the show notes at aom.is/jerks.

Bob Sutton (@work_matters) is a Stanford Business School professor and author of New York Times bestseller The No Asshole Rule and, most recently, The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt. What We Discuss with Bob Sutton: What is an a-hole, and why do they seem to be everywhere? Why a-holes do not finish first. What to do if you’re forced to work with an a-hole. How to spot the red flags that help you avoid dealing with a-holes in the first place — or know when it’s time to quit the a-holes who are already in your life. How to tell if maybe you’re the a-hole. And much more... Full show notes and resources can be found here: jordanharbinger.com/375 Sign up for Six-Minute Networking -- our free networking and relationship development mini course -- at jordanharbinger.com/course! Like this show? Please leave us a review here -- even one sentence helps! Consider including your Twitter handle so we can thank you personally!

Building a Civilized Workplace and Surviving One that Isn’t How do you react when you meet a mean-spirited person? If you’re anything like author Robert Sutton, you probably think: “Wow, what an asshole!” Maybe you call them something else, like bullies, creeps, jerks, tyrants, or egomaniacs. But overall, asshole seems to best capture the fear and loathing you have for these nasty people. Unfortunately, most of us have to deal with assholes in the workplace, and Sutton aims to show how destructive these people are to their colleagues and organizations. You’ll learn how to keep these types of jerks out of the workplace as well as how to handle the ones you are stuck with. As you read, you’ll learn the total cost of assholes in business, why emotionally distancing yourself is key, and how sometimes being an asshole can be effective. *** Do you want more free audiobook summaries like this? Download our app for free at QuickRead.com/App and get access to hundreds of free book and audiobook summaries.

Deriving concepts from the book "The One Minute Manager", another book called "The No Asshole Rule" for work environments. Accessing external truthfulness based mediated/moderated/immediated solutions available for cheap for the precariat class who is becoming more media savvy, the mediat precariat, rather than the mediots who are media idiots.... This Civil class won't be applicable to everyone, the way that Civilian class is applicable to Everyone who is supposedly Subject to the Rule of Law because that has become twisted in modern society in such a way that the wealthy and powerful have access to much more resources of the law than the precariat class do. It's not Civilian it is Precariat. Free or cheap or easy access to Agape based rules to move forward on, such that the Meek will Inherit this Earth. We are the precariat meek.

You'll hear Rashmi, Andi, Simon, Stefan, Elisa and Eric sharing some stories and updates and concluding the episode with me!Live on radioradius.ch on the 23.01.2020

Host Dianna Pierce Burgess interviews guest, Bob Sutton, Professor at Standford and Author of "The No Asshole Rule."

Om hur mycket skada en enda rövhatt på jobbet ställer till med — och om vad man kan göra åt saken.Mail: dummamanniskor@gmail.comProducent: Clara Wallin See acast.com/privacy for privacy and opt-out information.

Les grosses brutes existent et elles peuvent se retrouver dans n'importe quel milieu de travail. Par contre, en tant que gestionnaire, peut-on se faire un gardien de nos équipes et les éviter? Peut-on les détecter au moment de l'embauche? Dans cet épisode, je propose les meilleures pratiques pour contrôler les comportements toxiques et aider les employés à composer avec la présence de grosses brutes en m'inspirant du livre de Robert I. Sutton "No Asshole Rule". Ordre du jour 0m23: Introduction et présentation du livre The No Asshole Rule 5m38: Définir les grosses brutes 18m35: Les vertus des grosses brutes 26m25: Les règles à mettre en place et comment les appliquer 31m22: Détecter les grosses brutes avant l'embauche 36m01: Aider le personnel face aux grosses brutes 44m30: Se détecter soi-même en tant que grosse brute et réflexions personnelles Pour encore plus de détails et t'abonner au Rendez-vous des Ambitieux, consulte la page web de l'épisode

Jerry Talton, leader of the Machine-Learning Services team at Slack, talks about picking up after a failed startup, design-thinking for machine learning, and important lessons from managing. Slack "Doggfooding" StarSpace General Management Course The No Asshole Rule- Robert Sutton Creativity, Inc.- Ed Catmull West Wing- Down in a Hole Giant Robots ep 256- Stay Hungry, Stay Learning 'A Few Useful Things to Know About Machine Learning'- Pedro Domingos 'Naive Bayes Models for Probability Estimation'- Lowd & Domingos Jerry on Twitter See open positions at thoughtbot! Become a Sponsor of Giant Robots!

Bob Sutton is a Stanford University professor and author of six management books, including the New York Times & Wallstreet Journal bestsellers, The No Asshole Rule and, Good Boss, Bad Boss. He is an IDEO Fellow and co-founder of the Stanford Technology Ventures Program and the Stanford Design Institute (known as the d.school). He lives in Menlo Park, California.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."This survival guide is here to help keep you from going insane. It's full of science-driven tips and strategies on how to deal with nasty bosses, manipulative colleagues, or other general jerks in your life." — W Magazine"People are jerks. And there's plenty of evidence to prove it in the very blunt self-help book called “The A—hole Survival Guide,” a scholarly source that teaches fed-up readers how to deal with co-workers, strangers and just about anyone who sucks." —Moneyish"Sutton offers a variety of techniques that people suffering the presence of difficult individuals at their work, in their sports teams or just in everyday life can employ to deal with them or fight back. . . This is a small book but it could play a big part in making us treat others better." —Forbes "If everyone had paid attention to the Stanford business professor's best-selling 2007 management manifesto, "The No Asshole Rule," there would be no need for a follow-up. Yet here we are." —EsquireThe crowded genre of workplace bullying books features clever titles...the best of the authors in the category is Stanford Professor Robert Sutton, who published The No Asshole Rule a decade ago and returns now with a more fully developed plan of action." —The National Book Review"Sutton's breezy writing style, combined with the wide array of anecdotes and stories from people who've written him about their difficulties, makes for an entertaining read...consider that the physical book itself might be a solution to an a-hole at work. Much like the effect Sutton's first book reportedly has had, simply leaving The Asshole Survival Guide prominently on your desk may send all the signal you need." —SmartUp “In this most-welcome sequel to Sutton's bestselling The No Asshole Rule, the author turns from an organization-wide perspective to an individual one, outlining strategies for dealing with difficult people at work.” —Publishers Weekly“Bob Sutton is very wise and very funny, AND he can tell you exactly how to handle the unfortunate reality that into every life a few assholes must fall. THE ASSHOLE SURVIVAL GUIDE is destined to become your go-to resource whenever you find yourself dealing with people who would treat you poorly.” —Susan Cain, New York Times bestselling author of QUIET “At last someone has provided clear steps for rejecting, deflecting, and deflating the jerks who blight our lives. Better still, that someone is the great Bob Sutton, which ensures that the information is useful, evidence-based, and fun to read.” —Robert Cialdini, author of New York Times bestsellers INFLUENCE and PRE-SUASION “No matter what industry or profession you work in, you will always encounter people who are unpleasant, off-putting, or downright self-centered. Thank goodness Bob Sutton has provided us with such a well-crafted guide for surviving these jerks. It is mandatory reading for anyone who strives to endure, escape, fend-off, and bring them down.” —Chip Conley, founder and past CEO of Joie de Vivre hotels, advisor and former Head of Global Hospitality and Strategy at Airbnb, author of four books including the New York Times best seller Emotional Equations. “With humor, understanding and comprehensive research – and an ah-ha moment on every page – this is a must-have for leaders and climbing stars alike, from the expert on the subject. Bravo!” —Marshall Goldsmith, author of the #1 New York Times bestseller TRIGGERS “This is the guide you need for handling the worst people in your life—and making sure they don't rub off on you. If you've ever had a horrible boss, client, or colleague, this book is bursting with advice that's often ingenious and always actionable. And if your world has been free of jerks, consider this an insurance policy.” —Adam Grant, New York Times bestselling author of GIVE AND TAKE and ORIGINALS, and coauthor of OPTION B “Assholes are like the weather—everybody complains about them but nobody ever does anything about them. Until, that is, Robert Sutton's Asshole Survival Guide. Sutton offers a wealth of helpful, and dare I say wise suggestions about how to identify and deal with the assholes in your organization, or at least minimize the damage they do to the well-being and productivity of others. (I'd also suggest bringing it along to family reunions and PTA meetings.)” —Geoff Nunberg, University of California at Berkeley, author of Ascent of the A-Word: Assholism, the First Sixty Years. "One of the biggest impediments to achieving a great workplace is assholes. Their behavior creates a hostile work environment that leads to decreased engagement, productivity and employee loyalty. Bob Sutton has written a fantastic book that explains the severity of the problem and provides useful strategies for dealing with it.” —Paul Purcell, Chairman and former long-time CEO of Baird, ranked fourth on Fortune's Top 100 Companies to Work For and renowned for its long-time “no assholes” policy. "Reading the Asshole Survival Guide made me wistful. If only Bob Sutton's book had been available to help me deal with the full complement of 1st-class assholes I've encountered in my 50-year professional life. No names shall be mentioned." —Tom Peters, co-author of the bestseller IN SEARCH OF EXCELLENCE "First, The No Asshole Rule alerted us to the problem. Now, The Asshole Survival Guide offers the solution. This book is a contemporary classic—a shrewd and spirited guide to reducing our exposure and protecting ourselves from the jerks, bullies, tyrants, and trolls who seek to dispirit and demean. Now more than ever, with civility and decency under attack, we desperately need this antidote to the a-holes in our midst.” —Daniel H. Pink, bestselling author of To Sell is Human and Drive "As much as we try to avoid assholes, inevitably they appear in our lives. Bob Sutton gives us a menu of clear, thoughtful, and practical solutions for surviving and thriving in those painful situations. With cutting-edge research and real-life examples that are thought-provoking and often hilarious, The Asshole Survival Guide is an indispensable resource.” —Gretchen Rubin, bestselling author of THE HAPPINESS PROJECT and BETTER THAN BEFORE "It's hard to know how to react to a jerk, so The Asshole Survival Guide is a Godsend. Obnoxious behavior is a double whammy. First, you feel mad at the other person. Next, you feel mad at yourself for your response / lack of response. It's being mad at yourself that is both hard to be aware of, and is most debilitating. With this brilliant and funny book, Bob Sutton saves you from fear, loathing, and self-loathing!" —Kim Scott, bestselling author of the New York Times bestseller, Radical Candor, cofounder of Candor, Inc, former executive at Google and Apple.- https://www.bobsutton.net/- https://amzn.to/2kOFvr0Please do NOT hesitate to reach out to me on Instagram, Twitter or via email mark@vudream.comHumans 2.0 Twitter - https://twitter.com/Humans2PodcastTwitter - https://twitter.com/markymetryMedium - https://medium.com/@markymetryFacebook - https://www.facebook.com/mark.metry.9Instagram - https://www.instagram.com/markmetry/LinkedIn - https://www.linkedin.com/in/mark-metry/Mark Metry - https://www.markmetry.com/

Bob Sutton is a Stanford University professor and author of six management books, including the New York Times & Wallstreet Journal bestsellers, The No Asshole Rule and, Good Boss, Bad Boss. He is an IDEO Fellow and co-founder of the Stanford Technology Ventures Program and the Stanford Design Institute (known as the d.school). He lives in Menlo Park, California.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."This survival guide is here to help keep you from going insane. It’s full of science-driven tips and strategies on how to deal with nasty bosses, manipulative colleagues, or other general jerks in your life." — W Magazine"People are jerks. And there’s plenty of evidence to prove it in the very blunt self-help book called “The A—hole Survival Guide,” a scholarly source that teaches fed-up readers how to deal with co-workers, strangers and just about anyone who sucks." —Moneyish"Sutton offers a variety of techniques that people suffering the presence of difficult individuals at their work, in their sports teams or just in everyday life can employ to deal with them or fight back. . . This is a small book but it could play a big part in making us treat others better." —Forbes "If everyone had paid attention to the Stanford business professor's best-selling 2007 management manifesto, "The No Asshole Rule," there would be no need for a follow-up. Yet here we are." —EsquireThe crowded genre of workplace bullying books features clever titles...the best of the authors in the category is Stanford Professor Robert Sutton, who published The No Asshole Rule a decade ago and returns now with a more fully developed plan of action." —The National Book Review"Sutton’s breezy writing style, combined with the wide array of anecdotes and stories from people who’ve written him about their difficulties, makes for an entertaining read...consider that the physical book itself might be a solution to an a-hole at work. Much like the effect Sutton’s first book reportedly has had, simply leaving The Asshole Survival Guide prominently on your desk may send all the signal you need." —SmartUp “In this most-welcome sequel to Sutton’s bestselling The No Asshole Rule, the author turns from an organization-wide perspective to an individual one, outlining strategies for dealing with difficult people at work.” —Publishers Weekly“Bob Sutton is very wise and very funny, AND he can tell you exactly how to handle the unfortunate reality that into every life a few assholes must fall. THE ASSHOLE SURVIVAL GUIDE is destined to become your go-to resource whenever you find yourself dealing with people who would treat you poorly.” —Susan Cain, New York Times bestselling author of QUIET “At last someone has provided clear steps for rejecting, deflecting, and deflating the jerks who blight our lives. Better still, that someone is the great Bob Sutton, which ensures that the information is useful, evidence-based, and fun to read.” —Robert Cialdini, author of New York Times bestsellers INFLUENCE and PRE-SUASION “No matter what industry or profession you work in, you will always encounter people who are unpleasant, off-putting, or downright self-centered. Thank goodness Bob Sutton has provided us with such a well-crafted guide for surviving these jerks. It is mandatory reading for anyone who strives to endure, escape, fend-off, and bring them down.” —Chip Conley, founder and past CEO of Joie de Vivre hotels, advisor and former Head of Global Hospitality and Strategy at Airbnb, author of four books including the New York Times best seller Emotional Equations. “With humor, understanding and comprehensive research – and an ah-ha moment on every page – this is a must-have for leaders and climbing stars alike, from the expert on the subject. Bravo!” —Marshall Goldsmith, author of the #1 New York Times bestseller TRIGGERS “This is the guide you need for handling the worst people in your life—and making sure they don’t rub off on you. If you’ve ever had a horrible boss, client, or colleague, this book is bursting with advice that’s often ingenious and always actionable. And if your world has been free of jerks, consider this an insurance policy.” —Adam Grant, New York Times bestselling author of GIVE AND TAKE and ORIGINALS, and coauthor of OPTION B “Assholes are like the weather—everybody complains about them but nobody ever does anything about them. Until, that is, Robert Sutton’s Asshole Survival Guide. Sutton offers a wealth of helpful, and dare I say wise suggestions about how to identify and deal with the assholes in your organization, or at least minimize the damage they do to the well-being and productivity of others. (I’d also suggest bringing it along to family reunions and PTA meetings.)” —Geoff Nunberg, University of California at Berkeley, author of Ascent of the A-Word: Assholism, the First Sixty Years. "One of the biggest impediments to achieving a great workplace is assholes. Their behavior creates a hostile work environment that leads to decreased engagement, productivity and employee loyalty. Bob Sutton has written a fantastic book that explains the severity of the problem and provides useful strategies for dealing with it.” —Paul Purcell, Chairman and former long-time CEO of Baird, ranked fourth on Fortune’s Top 100 Companies to Work For and renowned for its long-time “no assholes” policy. "Reading the Asshole Survival Guide made me wistful. If only Bob Sutton's book had been available to help me deal with the full complement of 1st-class assholes I've encountered in my 50-year professional life. No names shall be mentioned." —Tom Peters, co-author of the bestseller IN SEARCH OF EXCELLENCE "First, The No Asshole Rule alerted us to the problem. Now, The Asshole Survival Guide offers the solution. This book is a contemporary classic—a shrewd and spirited guide to reducing our exposure and protecting ourselves from the jerks, bullies, tyrants, and trolls who seek to dispirit and demean. Now more than ever, with civility and decency under attack, we desperately need this antidote to the a-holes in our midst.” —Daniel H. Pink, bestselling author of To Sell is Human and Drive "As much as we try to avoid assholes, inevitably they appear in our lives. Bob Sutton gives us a menu of clear, thoughtful, and practical solutions for surviving and thriving in those painful situations. With cutting-edge research and real-life examples that are thought-provoking and often hilarious, The Asshole Survival Guide is an indispensable resource.” —Gretchen Rubin, bestselling author of THE HAPPINESS PROJECT and BETTER THAN BEFORE "It's hard to know how to react to a jerk, so The Asshole Survival Guide is a Godsend. Obnoxious behavior is a double whammy. First, you feel mad at the other person. Next, you feel mad at yourself for your response / lack of response. It's being mad at yourself that is both hard to be aware of, and is most debilitating. With this brilliant and funny book, Bob Sutton saves you from fear, loathing, and self-loathing!" —Kim Scott, bestselling author of the New York Times bestseller, Radical Candor, cofounder of Candor, Inc, former executive at Google and Apple.- https://www.bobsutton.net/- https://amzn.to/2kOFvr0Please do NOT hesitate to reach out to me on Instagram, Twitter or via email mark@vudream.comHumans 2.0 Twitter - https://twitter.com/Humans2PodcastTwitter - https://twitter.com/markymetryMedium - https://medium.com/@markymetryFacebook - https://www.facebook.com/mark.metry.9Instagram - https://www.instagram.com/markmetry/LinkedIn - https://www.linkedin.com/in/mark-metry/Mark Metry - https://www.markmetry.com/

“The problem of disrespectful, demeaning, and downright mean-spirited behavior is worse than ever” - Robert SuttonI'm sure everybody listening to this podcast has dealt with or is currently dealing with, a jerk, and this is most likely some work situation as you can't always choose who you work with and often due to the power position - it's a boss. But it could be someone you have to live with or interact with family friend friend of a friend whatever. If you have anyone in your life like that who is driving you crazy I will listen to this podcast and take notes because it's gold. My guest in this podcast is Robert Sutton, Professor of Management Science and Engineering and Professor of Organizational Behavior at Stanford and a New York Times and Wall St journal best selling author.Robert studies organizational change, leadership, innovation, and workplace dynamics and As it relates to our conversation today, Robert's new book was just released, The Asshole Survival Guide: How to Deal With People Who Treat You Like Dirt Since the first book "No Asshole Rule", which probably put assholes on the map, became a bestseller, Robert said he was constantly asked about strategies to deal with assholes. Hence, the book. On the podcast Robert offers up some interesting research and psychological theory explaining a asshole behavior and it's detrimental impact on people but more importantly he offers some really good tactics to manage them.Here is some of what you'll learn from the podcast.  1) The difference between sporadic asshole and true asshole Context vs personality.2) Why you don't have to be an asshole to succeed The Steve Jobs fallacy 3) How to make sure you don't contribute to the pool The "Arse" test and feedback. 4) Creating a survival plan based on goalsif you're deal with somebody who's leaving you feeling demeaned and de-energized and disrespected that you've got to figure out what your survival plan is.5) Physical and emotional strategies and techniques When to leave and when to stay.  The "clinician" reframe.  Temporal distancing. 6) Forgiveness as a strategy  First, do no more harm to yourself. 7) Teaching others how to treat you. This is an important topic and it's life changing stuff in my opinion. There are people dreading getting up in the morning to head to work some go home from work crying. Some will get a work email tonight that will rob them of sleep. Life is too short.  Learn the skills needed to manage the assholes in your life. 

One of the unfortunate realities of office life is having to work with people you don’t like. How do you deal with having to do your job alongside a bona-fide work jerk? Rebecca and Francesca talk to Robert Sutton, author of the No Asshole Rule and the Asshole Survival Guide about the best coping strategies for working with the worst of the workplace.

This is one of my favorite episodes. Robert Sutton, who wrote The No Asshole Rule, has a new book with practical tips on how to deal with assholes and workplace jerks. And we talked extensively about how you can 1) spot an asshole 2) prevent yourself from getting hurt 3) fight back. Robert also gives personal examples in this interview, which I found very interesting and useful. Enjoy!

with Michael Dearing (@mcgd), Bob Sutton (@work_matters), and Hanne Tidnam (@omnivorousread) Bob Sutton's book The No Asshole Rule was all about how to foster company cultures that don't tolerate asshole behavior. But sometimes, dealing with an asshole is unavoidable -- in life or at work. So what are the best tactics to both protect yourself and to stop the asshole behavior? This is the subject that Sutton tackles in his new book, The Asshole Survival Guide.  In this somewhat NSFW episode, a16z's Hanne Tidnam talks with Bob Sutton, professor at Stanford; and Michael Dearing, Founder of Harrison Metal and formerly at Stanford and eBay, about tackling asshole behavior -- everything from assessing it (are you dealing with an asshole?) to coping mechanisms, to how to systemize a way of squashing and preventing asshole behavior in the workplace. (Bonus: a surprising truth about EQ in the workplace!)

My guest today is Robert Sutton, a Professor of Management science at the Stanford Engineering School and researcher in the field of Evidence-based management. Sutton is also the best-selling author of “The No Asshole Rule.” What does it mean to live in a “no asshole environment”? It means to weed out the people who demean and make you and others feel horrible. He gives the science and craft behind how to deal with assholes, how to prune these people from your life and get out of negative situations. The topics are his books The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't and The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt. In this episode of Trend Following Radio we discuss: The no asshole rule The role of assholes in entrepreneurship Steve Jobs Demeaned and de-energized Self-awareness Depression in relation to to workplace Weeding out nasty people from your life The asshole tax Avoiding “the crazy” Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!

Robert Sutton is Professor of Management science at the Stanford Engineering School and researcher in the field of Evidence-based management. Sutton is also the best-selling author of “The No Asshole Rule.” What does it mean to live in a “no asshole environment”? It means to weed out the people who demean and make you and others feel horrible. He gives the science and craft behind how to deal with assholes, how to prune these people from your life and get out of negative situations. But the question ever since that book has been: “Help, I’m dealing with an asshole! What can I do?” Sutton has heard that question asked in a thousand different ways. He answers the question in “The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt”. It shifts focus from building civilized workplaces to providing relief for anybody who feels plagued and pushed around by assholes. The Asshole Survival Guide delivers a cogent and methodical game plan. 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 assholes—avoiding them, outwitting them, disarming them, sending them packing, and developing protective psychological armor. Ultimately, this survival guide is about developing an outlook and personal plan that will help you preserve the sanity in your work life, and will prevent all those perfectly good days from being ruined by some jerk. In this episode of Trend Following Radio: The no asshole rule The role of assholes in entrepreneurship Steve Jobs Demeaned and de-energized Self-awareness Depression in relation to to workplace Weeding out nasty people from your life The asshole tax Avoiding “the crazy”

If you've ever struggled with people who treat you like dirt, then do we have the AssHole Survival Guide for You. Today I'll be talking with Robert I Sutton, Stanford University Professor and organizational psychologist and the New York Times best-selling author of The No Asshole Rule, and Good Boss, Bad Boss, and his latest, The Asshole Survival Guide. And that's just what I want to talk with him about today, about how to deal with people who treat you like dirt. A**Hole Avoidance Self-Improvement and Self-Help Topics Include: How did Dr. Sutton become an A** hole expert? How'd he come to write “The No A**Hole Rule? What's a bias-busting mantra? What's it mean to look at ourselves first? How do we figure out if we have an a**hole problem? What are a few good diagnostic questions? What in the world was a a**hole factory? What are petty tyrants and why are they so dangerous? How do we work with rule nazi's? What's a grin-f'er? What can we learn from Adam Grant about a**hole survival? Why is quitting sometimes a good thing? What is A**hole blindness? What are a few of the top lies people tell themselves What's the best way to leavea job? What are a few top A**hole avoidance techniques? What's it mean to slow the rhythm? What are safety zones? Is there a time to fight? What do you need to know if you need to fight? What's the Benjamin Franklin affect? Where does love come into the equation? What's the importance of self-love? What do we need to know for our kids (and about bullying)? To find out more go to: BobSutton.net Dr. Robert Sutton On How To Deal With People Who Treat You Like Dirt! Health | Business | Career | Inspiration | Motivation | Spiritual | Spirituality | Mindfulness | Meditation | Inspirational | Motivational | Self-Improvement | Self-Help | Inspire For More Info Visit: www.InspireNationShow.com 

Bob Sutton is Professor of Management Science, Engineering, and Organizational Behavior at Stanford, where he co-founded the Stanford Technology Ventures Program (STVP) and the Hasso Plattner Institute of Design (which everyone calls “the d school”). He received his Ph.D. in Organizational Psychology from The University of Michigan (just a bit ahead of Stew). Bob studies organizational change, leadership, innovation, and workplace dynamics. He’s authored several bestselling books including The No Asshole Rule, which has been translated into more than 20 languages. His new book is The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt. In this conversation, Stew and Bob talk about surviving assholes at work and in other parts of life. Assholes hurt job performance, family life, and civil society. TCA (total cost of assholes) is a big problem! Bob provides proven, evidence-based strategies and tactics you can use to overcome people who treat you like dirt. But it starts with ourselves: But helps us see how we might be part of the problem and what we can do to overcome the bias that leads us to think others are assholes and we’re not. In the second half of the episode, Bob provides helpful advice to listeners struggling with assholes in their lives. See acast.com/privacy for privacy and opt-out information.

Kelley Jones, Principal of Kelley Jones Hospitality, Founding Partner of Trust3 Hospitality, and Hospitality Alliance, joins the A Desire to Inspire with Manny Patrick show to discuss his global leadership style in hotels, clubs, and restaurants. Listen to him talk about the hospitality industry as a whole and his belief that, if you deal with people, you are in hospitality, regardless of what specific segment you really work in. For anyone interested in learning how to become courted by the big companies, this man's story and commitment to work on his emotional and spiritual side certainly helped him get there and can help you do the same. In This Episode You Will Learn About: -Where it all started for Kelley -Why Kelley loved school -What his first business projects were -Where Kelley developed his work ethic -Who Kelley's mentors were -How important attitude is to Kelley's leadership approach -Kelley's definition of hospitality -How many properties he has opened -What Kelley thinks about personal growth -Who Kelley does training with/for today -What his advice is on prioritizing -How Kelley stays focused AND MUCH MORE!

Full Show Transcription Welcome back to the Work Stories Project. I’m your host Carol Xu. In today’s show, Mark and his co-workers will continue with the workplace asshole story. In the last episode, Mark had no real awareness that his co-workers hated working with him for four years. When his manager Miles incidentally broke the news to him, it was a painful revelation to Mark. Mark: It just never occurred to me that I was disliked. So the idea that my self-image of being a nice guy that people generally like… To have that idea destroyed like that was eye-opening and painful. It’s like a revelation. To redeem himself, Mark went and bought flowers for the implementation coordinators (ICs for short), Mark: One flower for each IC and a little note saying, “I’m sorry I’ve been such an asshole” and… I think they gave me a hug. There was reconciliation. Apologies and coming together. It just turned the whole thing around. However, notice there were limits to what a symbolic gesture could accomplish. There were no real conversations where Mark and the ICs sat down and actually got to know each other. Mark thinks that the flowers were a good beginning, but shouldn’t be the end. Mark: It should be “let’s sit down and have a conversation and figure out what’s actually going on with our emotions and the interplay, and what exactly is happening here,” and be honest with each other and get to the heart of the matter. That’s what I value. But in the culture at BISNET at the time, such honest conversations seemed impossible. Mark: That’s corporate culture or whatever. You just can’t talk about that stuff. It could get heated. Maybe it was better the way it went down: “Let’s at least pretend that I’m not an asshole. And you pretend you don’t hate me. Maybe we can actually get to a point where you don’t hate me and I’m not an asshole, [laugh] if we just pretend long enough.” I ask Miles whether there were any lasting changes after the flower gesture, Carol: Do you remember any changes after the flower incident, in terms of people’s interactions or their reluctance (to interact)? Miles: No. I think like most things, it’s hard for people to change, both for Mark to change and for anybody else to change. I see it as a blip and  everything kind of falls back in the realm of people’s behaviors. After the flower gesture, Mark spent one more year at BISNET. During that year, Mark and his co-workers were more patient and tolerant with each other. But his co-workers still didn’t know Mark’s upbringing or understand his particular sense of humor. And Mark still got frustrated by the interruptions and wished in private that the ICs would put some extra effort in writing a problem-solving manual or take some programming training. In 2002, Mark helped to find a well-trained programmer to gradually take over his responsibilities. Mark left the company, on good terms, in early 2003. [music break] But our story doesn’t end there. After Mark has volunteered the story to me, I try to talk to as many of his former co-workers as possible. My conversation with the former IC Letitia reveals something surprising [sound: phone call with Letitia]. It turns out that there is one major difference between Mark’s version of the story and that of Letitia’s. According to Mark, nobody gave him any feedback about him being difficult to work with before the flower incident. Had he known that others hated working with him, he could’ve apologized much earlier. Yet, according to Letitia, she actually heard others calling Mark an asshole to his face, more than once. Letitia: There were people that gave feedback to Mark by calling him an asshole to his face. Carol [in surprise]: Oh really? Was that before or after the flower incident? Letitia: Yes, before. Carol: So they actually told him, “Oh you are being an asshole here.” But he didn’t really respond. And he just continued his way? Letitia: Yeah. But I don’t think it came out as ‘you are being an asshole’, I think it was ‘you are such an asshole!’ (laugh) I think that he had that said to him more than once and by more than one person. I would wager money on that.    Hmmm, from Mark’s perspective, he seems to have completely forgotten about being called an asshole more than once at work. Letitia goes on to say that she also gave Mark direct feedback in the form of an email once. One day Mark left work in the morning. Letitia: He just left. Basically left all of us hanging. I don’t remember what the big overhanging requirement was, but there were a lot of clients affected and a lot of employees of our company that were being affected. That was the time that I sent him an email. I said things to him that probably nobody else did, because I need to let him know, ‘Dude, I don’t think you are a team player.’ And that, in my mind, is one of the worst things you can say to an employee that’s part of a startup, ‘cause you gotta be team player. You gotta work together. You gotta come together for the greater good. And he was exhibiting more signs of “well, I’m the most important person here…” According to Letitia, soon after the email, Mark apologized to every IC with the flower gesture. I ask her how she felt about Mark’s apology. Letitia: I felt a little bit vindicated. I felt like he heard me. So, this is interesting. According to Letitia, the coworkers did give Mark direct feedback along the way. And Letitia’s email probably even directly led to the flower apology. But why doesn’t Mark remember any of that? I need to have a follow-up with Mark to relay Letitia’s perspective. Carol: Letitia remembers others calling you an asshole before the flower incident… Mark: To my face? Carol: Yeah, to your face, like “you are such an asshole” or “quit being such an asshole”. Mark: [long pause] I would think that I would remember that. If I don’t remember it, my only explanation for not remembering it is because it would have to be in a context where that could’ve been a joke or something. Maybe I took it as a joke. Or maybe [pause] I was in the middle of trying to defend some technical thing. My brain wasn’t in processing-emotions mode. It was in talking-about-technical-things mode. Maybe when someone said it, it just bounced off ‘cause I wasn’t in the space to really think about it. I don’t know. As an off-hand comment maybe. Nobody sat me down and said ‘Do you understand that everybody here dislikes you, right?’ Maybe it was a kind of willful ignorance on my part. Maybe I just felt so justified in everything I said and did, that any kind of criticism bounced off until the Miles’ thing? I don’t really know. I then bring up Letitia’s email and the fact that it happened one or two days before the flower apology. Carol: She specifically remember that after the email, she said either the next day or the day after, you brought everybody flowers. Mark: Right, well, part of my problem is I don’t remember the context of the thing very well. All I remember is I talked to Miles. But why did I talk to Miles? So it probably was after some incident that she’s describing. Mark tries to recall what happened Mark: Now that I’m thinking of it, her email was definitely part of it. Okay, this is one scenario that may have happened. But I’m not 100% sure, because it’s so long ago. I think her email spurred me to talk to Miles myself. She may have been the one who told me how bad things were. Then I go to talk to Miles about it. I think I was already upset by the email. When I talked to Miles, he basically confirmed everything in the email and said “It’s not just Letitia.” That was the order of events. I think her email upset me. Carol: do you remember specifically whether she said you were not a team player? Can you recall that phrase? Or what part upset you? Mark: [pause] Okay, a lot has started to come back to me right now. [laugh] So far what I’ve mentioned is… Mark goes on to say that now thinking back he was probably picking up some antagonizing feedback from the ICs along the way. But he didn’t understand what it meant. At the time, he just felt that Letitia and the other ICs had a misunderstanding of him. And they probably put him in the asshole box. Mark: I couldn’t get out of the box, the asshole box. Anything I said or did just reinforced it.” But because Mark never thought of himself as an asshole, all the feedback before the meeting with Miles didn’t sink in. Instead, Mark felt that he was the victim. So he started disliking Letitia. Mark: Because I felt she was the one that had wronged me, that had put me in the asshole box. And I was just some young dumb kid, trying to put some code together for them. Now I’m being labeled as something I don’t feel like I am. I always thought of myself as a nice guy. So when she wrote that email, my initial reaction to it was “this is bullshit!” After all the stress I’ve put myself through for this company and all the shit I put up with. After all that, for her to tell me I’m not a team player. Basically reinforce the idea that I’m some kind of asshole. It just seemed so wrong to me, ‘cause I didn’t see myself as an asshole. So yeah, I got defensive and I went… Mark went to Miles’s office to complain about Letitia’s email. It was then Miles turned around and told Mark that everybody else was on Letitia’s side. Mark: That woke me up and made me realize that I can’t defend my behavior. It doesn’t matter if she’s part of the problem. If she is antagonizing me to a point where I ended up becoming an asshole, that doesn’t mean I’m right to be that way. As our conversation goes on, Mark tries to make sense of why the feedback like Letitia’s email didn’t directly help him and instead agitated him. Mark: I think that was the problem. She just didn’t have an accurate model of me. Her model of me made me out to be an asshole. I feel there were legit explanations for why I was the way I was. That email, I feel was just even more antagonism. That was just her way of trying to tell me how to improve. But it was the wrong way. It was a bad way. Maybe I felt like she was trying to prove that I was an asshole. And I was defending myself the whole time. I’m not an asshole. But we couldn’t have a really deep discussion or anything. She couldn’t ever get a more accurate model of me and what was going on there. She just had some caricature of some guy who thought he was the king, and all her assumptions of me were based on some caricature of somebody who thinks he’s God or whatever. but I couldn’t really address that. All I could do was to really disprove it, to give them the flowers and say “I’m sorry that I’ve been an asshole. Let’s be friends.” That disproves everything she thought about me, whereas everything I’ve been doing up to that point was just reinforcing her preconceived notions. I ask Mark what’s the difference between Letitia’s and Miles’s feedback. Why did the latter finally get through to him? Was it because Miles had power over Mark? But ICs didn’t? Carol: Is it because Miles was your boss and the others are your peers? Mark: Just like Letitia thought of me as an asshole and misconstrued everything I did in that light, I put Letitia into a box: she was an IC who didn’t want to learn anything, who saw feature requests as some kind of personal favor or battle and took it upon herself to antagonize me until I did what she wanted, and to then insult me and call me an asshole if I didn’t do what she wanted. We kind of both caricaturized each other. And Miles kind of stayed out of everything. He was kind of independent third party. So for him to validate her email to me, it added more weight to it. So it wasn’t just Letitia being Letitia… In another conversation with me, Mark compares two kinds of feedback, one straightforward and the other more subtle. Mark: I think there are different kinds of feedback. There’s the “they are gonna quit or we are gonna fire you” type of feedback. That obviously worked. Then there’s this more subtle expressions on their face, the fact they don’t invite you to their houses, the fact that when you try to engage them in small talk, they don’t seem interested. Probably, they think that they are communicating with you, but you are oblivious. And you just think everyone else is being a jerk. In Mark’s case, he felt he had to prove even harder his value to the company. Mark: I was taking in a lot of the negative emotions that people had in reaction to things I said and did. But without addressing this things directly, that just made it worse. The negative emotions and my picking up on them just made me act worse. Then I felt like maybe I had to prove even harder my value to the company and what I’ve done for everybody. “You should be giving me some kind of deference because I’m working so hard and I’ve done so much. Why do you dislike me? That doesn’t make any sense.” I was just confounded by the whole thing, not understanding what was going on or how to get people to like me or… [pause and sigh]. Remember Miles mentioned earlier that Mark’s mom was trying to elevate Mark’s status at the Company’s Christmas party? To Miles and many others, it was an example of Mark’s big ego. When I bring it up to Mark, he explains where he and probably his mom were coming from. Mark: You know, people who stroke their egos, they are doing it for a reason. It’s not because they really have big egos, it’s because maybe they are not feeling so great about themselves and need some kind of propping up or whatever. So, to Mark, maybe much of his ego-stroking behavior was an attempt to simply get others to like him. But to the other people, it was exactly the reason for not liking him. Now we have a vicious cycle and a self-fulfilling prophecy. That is, when the co-workers caricaturized Mark to be an asshole, he actually became more asshole-like. What’s more, because the feedback didn’t match with Mark’s view of himself who identifies as a nice guy and a nerd, it never actually sank in. So now we have a disconnect between the two parties. For the ICs, they thought they were providing feedback to Mark along the way by calling him out as an asshole or telling him that he was not a team player. But somehow Mark never changed or maybe got even more asshole-like. I can see how frustrating it must have felt for the ICs.  Yet from Mark’s perspective, he felt that he was wronged by the ICs. In his mind, the feedback was, therefore, never registered as accurate, useful information, and thus easily forgotten.    So, if the meeting with Miles hadn’t happened, what kind of feedback would get through to him? From whom? I ask Mark. Mark: It takes a certain kind of person with a certain kind of perspective on things and an ability to, like a kind of optimism [smile], ‘let’s just hope that this is well received, because it can always back fire when you are honest with somebody about that kind of thing. So there has to be some magical fairy person at the job who’s willing to stick their neck out and tell the asshole, “you should not act like that here with these people. Maybe in some contexts that would work, if you were in a group of people that are just like you. But you are not and you have to make adjustments.”           So I do think that if someone had been able to set aside whatever trepidations they had about talking to me frankly, sat me down and said, “the people here don’t like you, do you know that?” At any point, if they had done that, then I’m pretty positive that I would’ve responded and “okay, how do I fix that?” [silence] But that’s not how people communicate. They just don’t do that in the real world, or especially in the workplace. Why don’t they? Is it because there’s a fear of… Is it because they are also in the kind of haze? They know that they are tormented by this guy, but they just don’t, they kind of put it off in a corner and try not to deal with it and avoid it as much as possible? So maybe everybody is in this similar kind of haze where “I don’t get along with that person. So whatever.” or “It’s not my job to deal with them. So I’m just gonna tell his boss and just try to get my work done and deal with my stuff. Well, we are all busy after all. Who has the time to play the “magical fairy person” at work? But I think what’s even rarer than time is the kind of optimism Mark mentioned. The optimism to even entertain the crazy idea that maybe just maybe the asshole also has an untold story waiting for you to explore. [music break]   Mark’s story only serves to begin the conversation between you and me or among your colleagues at work. If you want to share your story, please drop me a note on our website Workstoriesproject.org. I’m happy to be your personal researcher and curator on any work-related topics. While doing research for this episode story, I’ve come across so many interesting materials. For example, there’s a blog article by a senior Facebook software engineer. He reflects on his experience of being kicked out of his team once. If you visit the webpage of this podcast episode, you’ll see the links to all the resources that may help you build an asshole-free workplace. [Professor Bob Sutton, one of my mentors at Stanford, even devotes a whole book to the workplace asshole, titled “The No Asshole Rule!” It’s an interesting and provocative read. Tell me what books or resources have helped you surviving an asshole or building an asshole-free workplace.] I’ll keep updating the list as we go.  You may wonder what’s the topic for our future episodes. Well, it largely depends on your request. You tell me what to explore next, as long as it has the slightest connection with the human experience of work. We can always revisit old topics and explore new ones. So reach out to me on our website, Facebook, and Twitter. You are also welcome to join me in a sub Reddit discussion titled work stories project. And don’t forget to subscribe to our show in your podcast app. That way, you’ll be notified about new episodes automatically. All the details are listed on our website Workstoriesproject.org. Let me thank all the story contributors to this episode, Letitia, Miles, Bret, and my husband Mark. Sometimes revisiting the past can be painful and confusing. You all are very brave and generous. I’ve certainly learned a great deal from talking with you. And I hope I can pay it forward. I’m your host Carol Xu. Our sound engineer is Jason. And the music is by Mark. [music break] Hello, you are still there? You must be one of those people who sit through the whole credits after a movie. Are you waiting for a bonus clip? I’ll tell you a secret: I do have some fun behind-the-scene clips from the interviews for you. For example, in one clip, Mark and I kept going back and forth about whether he could be technically called an asshole. Here’s a little sample: Mark: So was I really an asshole? Or am I a special Silicon Valley brand of workplace-too-honest, temporarily autistic, not-paying-attention-to-other-people’s emotions (type of asshole?) Is there a name for that? Nerd? Is that it? I’m not shying away from being called an asshole by other people. That’s fine… Carol: … If we actually have a heart-to-heart with 10 assholes who are recognized by their colleagues, I go interview those 10 assholes. Maybe 9 out of 10 would go, “What? Really?” Mark: [bursts into laughter] You really think so?   Go to the webpage of this episode and click on the link that says “behind the scenes clips” and enjoy! J Okay, that’s it for our show. See you next time! 

Neuer Podcast: Ingo spricht mit Jannes Schäfer, dem frisch gebackenen Gewinner des Manfred-Ströher-Medienpreises 2015. Themen: BekoBBL Playoff-Preview Münchens schwache reguläre Saison und Svetislav Pesic’ Rolle Matchup Bamberg-München Oldenburgs Erfolgsrezept die “No-Asshole-Rule”? Was-wäre-wenn Szenarien und wie einzelne Spiele ganze Karrieren beeinflussen können uvm.

In my usability and user research recruiting I’m worried that I’m getting too many nice people who are self-selecting to participate because they are giving and supportive people. To have a well-rounded picture, we need to talk to the jerks. How do I find the jerks?

Robert Sutton is Professor of Management science at the Stanford Engineering School and researcher in the field of Evidence-based management. He is an IDEO Fellow and a Professor of Organizational Behavior, by courtesy, at Stanford Graduate School of Business. In this interview, we discuss his known famous book The No Asshole Rule and his newest release Good Boss, Bad Boss.

Bob Sutton has been interested in the dynamics of work since his first job at a pizza parlor. He has since written books on the subject including No Asshole Rule, Good Boss/Bad Boss, and his newest, Scaling Up Excellence. We have a lot of fun talking about his research, tax collectors and Israeli police interrogators.  Continue Reading→

Bob Sutton, Stanford University professor and author of "The No Asshole Rule."