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

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Business Plus #ad - Stanford professor robert sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best and worst bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. If you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question.

The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule.

Sutton adds revelatory thoughts about such legendary bosses as Ed Catmull, Steve Jobs, A. G. They aspired to become or work for an all-around great boss, commitment, somebody with the skill and grit to inspire superior work, and dignity among their charges. As Dr. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS.

Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst #ad - Sutton digs into the nitty-gritty of what the best and worst bosses do, peers, a theme runs throughout Good Boss, Bad Boss - which brings together the diverse lessons and is a hallmark of great bosses: They work doggedly to "stay in tune" with how their followers and superiors, and customers too react to what they say and do.

Lafley, and many more, and how you can implement their techniques.

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The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't

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Business Plus #ad - What an asshole!"how many times have you said that about someone at work? You're not alone! In this groundbreaking book, Stanford University professor Robert I. Sutton builds on his acclaimed Harvard Business Review article to show you the best ways to deal with assholes. And why they can be so destructive to your company.

Practical, and in places downright funny, wall street journal, compassionate, this guide offers:Strategies on how to pinpoint and eliminate negative influences for goodIlluminating case histories from major organizationsA self-diagnostic test and a program to identify and keep your own "inner jerk" from coming outThe No Asshole Rule is a New York Times, USA Today and Business Week bestseller.

The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't #ad - The definitive guide to working with -- and surviving -- bullies, jerks, backstabbers, creeps, tyrants, tormentors, egomaniacs, despots, and all the other assholes who do their best to destroy you at work.

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The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt

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Houghton Mifflin Harcourt #ad - Pink, and disarm assholes, outwit, from the author of the classic the no asshole Rule  As entertaining as it is useful, best-selling author of To Sell Is Human and DriveHow to avoid, The Asshole Survival Guide delivers a cogent and methodical game plan for anybody who feels plagued by assholes. Useful, evidence-based, and fun to read.

Robert cialdini, best-selling author of Influence and Pre-Suasion  . This book is a contemporary classic—a shrewd and spirited guide to protecting ourselves from the jerks, bullies, tyrants, and trolls who seek to demean. Thought-provoking and often hilarious .  .  . We desperately need this antidote to the a-holes in our midst.

The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt #ad - Daniel H. 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 work life, and rescue all those perfectly good days from being ruined by some jerk. Sutton starts with diagnosis—what kind of asshole problem, exactly, are you dealing with? From there, disarming them, evidence‑based, sending them packing, he provides field‑tested, outwitting them, and often surprising strategies for dealing with assholes—avoiding them, and developing protective psychological armor.

An indispensable resource. Gretchen rubin, best-selling author of The Happiness Project and Better Than Before   “At last .

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Scaling Up Excellence: Getting to More Without Settling for Less

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Crown Business #ad - Drawing on inside accounts and case studies and academic research from a wealth of industries-- including start-ups, high-tech, airlines, education, non-profits, pharmaceuticals, retail, government, financial services, and healthcare-- Sutton and Rao identify the key scaling challenges that confront every organization.

They tackle the difficult trade-offs that organizations must make between whether to encourage individualized approaches tailored to local needs or to replicate the same practices and customs as an organization or program expands. Wall street journal Bestseller"The pick of 2014's management books. Andrew hill, financial Times"One of the top business books of the year.

Harvey schacter, faster, huggy rao tackle a challenge that determines every organization’s success: how to scale up farther, Robert Sutton and Stanford colleague, The Globe and MailBestselling author, and more effectively as an organization grows. Sutton and rao have devoted much of the last decade to uncovering what it takes to build and uncover pockets of exemplary performance, to help spread them, and to keep recharging organizations with ever better work practices.

Scaling Up Excellence: Getting to More Without Settling for Less #ad - They unpack the principles that help to cascade excellence throughout an organization, as well as show how to eliminate destructive beliefs and behaviors that will hold them back. Scaling up excellence is the first major business book devoted to this universal and vexing challenge and it is destined to become the standard bearer in the field.

They reveal how the best leaders and teams develop, spread, and instill the right mindsets in their people-- rather than ruining or watering down the very things that have fueled successful growth in the past.

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Rebel Talent: Why It Pays to Break the Rules at Work and in Life

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Dey Street Books #ad - But in truth, rebels are also those among us who change the world for the better with their unconventional outlooks. They are masters of innovation and reinvention, and they have a lot to teach us. Francesca gino, has spent more than a decade studying rebels at organizations around the world, a behavioral scientist and professor at Harvard Business School, to the World's Best Restaurant, to a thriving fast food chain, from high-end boutiques in Italy's fashion capital, to an award-winning computer animation studio.

Do you want to follow a script -- or write your own story? Award-winning Harvard Business School professor Francesca Gino shows us why the most successful among us break the rules, and how rebellion brings joy and meaning into our lives. Rebels have a bad reputation. We live in turbulent times, when competition is fierce, reputations are easily tarnished on social media, and the world is more divided than ever before.

Rebel Talent: Why It Pays to Break the Rules at Work and in Life #ad - We think of them as troublemakers, and family members who complicate seemingly straightforward decisions, contrarians: those colleagues, create chaos, outcasts, friends, and disagree when everyone else is in agreement. In this cutthroat environment, cultivating rebel talent is what allows businesses to evolve and to prosper.

. In her work, she has identified leaders and employees who exemplify "rebel talent, " and whose examples we can all learn to embrace. Gino argues that the future belongs to the rebel -- and that there's a rebel in each of us.

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Blind Spots: Why We Fail to Do What's Right and What to Do about It

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Princeton University Press #ad - Suggesting innovative individual and group tactics for improving human judgment, Blind Spots shows us how to secure a place for ethics in our workplaces, institutions, and daily lives. When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. Distinguishing our "should self" the person who knows what is correct from our "want self" the person who ends up making decisions, the authors point out ethical sinkholes that create questionable actions.

. In blind spots, leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to. The authors demonstrate how ethical standards shift, how we neglect to notice and act on the unethical behavior of others, and how compliance initiatives can actually promote unethical behavior.

They argue that scandals will continue to emerge unless such approaches take into account the psychology of individuals faced with ethical dilemmas. From the collapse of enron and corruption in the tobacco industry, and the challenger space shuttle disaster, and illustrate how we can become more ethical, to sales of the defective Ford Pinto, the downfall of Bernard Madoff, the authors investigate the nature of ethical failures in the business world and beyond, bridging the gap between who we are and who we want to be.

Blind Spots: Why We Fail to Do What's Right and What to Do about It #ad - Explaining why traditional approaches to ethics don't work, steroid use in Major League Baseball, the book considers how blind spots like ethical fading--the removal of ethics from the decision--making process--have led to tragedies and scandals such as the Challenger space shuttle disaster, the crash in the financial markets, and the energy crisis.

But we are not as ethical as we think we are.

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Weird Ideas That Work: 11 1/2 Practices for Promoting, Managing, and Sustaining Innovation

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Free Press #ad - Weird ideas that work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly—and creative. Yet, as stanford professor robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company.

The trick is to choose the right balance between conventional and "weird"—and now, thanks to Robert Sutton's work, we have the tools we need to do so. Weird ideas that work is filled with examples, manufacturing and services, drawn from hi- and low-tech industries, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas.

In weird ideas that work sutton draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable" and "reward success and failure, but punish inaction, " strike many managers as strange or even downright wrong.

Weird Ideas That Work: 11 1/2 Practices for Promoting, Managing, and Sustaining Innovation #ad - Yet weird ideas that work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. To succeed, you need to be both conventional and counterintuitive. Creativity, new ideas, innovation—in any age they are keys to success.

A breakthrough in management thinking, “weird ideas” can help every organization achieve a balance between sustaining performance and fostering new ideas.

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Management of Electronic and Digital Media Cengage Series in Communication Arts

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Cengage Learning #ad - Subscribe to cengage unlimited for all your Cengage access codes on platforms like MindTap and WebAssign plus the online version of your textbook for one price per semester. Packed with real-life examples and case studies, management of electronic and DIGITAL MEDIA, 6e, provides the latest information on the management and leadership techniques and strategies used in the electronic and digital media industries.

In addition, end-of-chapter case studies put readers in the role of a manager in a decision-making environment. Important notice: media content referenced within the product description or the product text may not be available in the ebook version. This product is included in a Cengage Unlimited subscription.

Management of Electronic and Digital Media Cengage Series in Communication Arts #ad - The text is popular for its contemporary approach and clear, current illustrations. New coverage highlights trends in big data, social media, mobile, and the cloud. Succinctly written, the sixth edition covers the most important aspects for future managers, leaders and entrepreneurs in the rapidly evolving media industries -- and includes an all-new chapter: ""Media Management: Manager/Leader/Entrepreneur"".

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Reinventing Talent Management: Principles and Practices for the New World of Work

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Berrett-Koehler Publishers #ad - All of this has dramatically accelerated the pace of change, making recruiting the best talent—not simply filling positions—an overriding concern. The workforce is becoming more diverse. Organizations now operate in a global environment. But too many organizations still use a job-based, bureaucratic talent management approach that doesn't take into account how the world has changed.

Recruitment and talent management should be driven by the skills and competencies the organization needs for long-term growth. New technologies continue to disrupt how, when, and where work is done and should be managed. Lawler looks at attracting, rewarding, selecting, developing, managing, and organizing talent through this new lens.

Reinventing Talent Management: Principles and Practices for the New World of Work #ad - This means talent management requires agile systems that can respond quickly to changing conditions and that take a more individualized approach to evaluating and rewarding performance. It needs to be closely linked to the organization's overall strategy. Indeed, a recent study showed that from 1995 to 2016, there was no significant change in the way HR spends its time.

Lawler says that talent management has to be reinvented. In this book, preeminent organizational scholar Edward Lawler identifies a comprehensive and integrated set of talent management practices that fit today's rapidly evolving workplace. The world of work has changed dramatically, says Lawler.

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Working With You is Killing Me: Freeing Yourself from Emotional Traps at Work

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Business Plus #ad - The solution is simple: Take control of your own response. With your newfound emotional skills, you'll be able to: manage an ill-tempered boss before he or she explodesDetach from coworkers whose irritating habits ruin the dayDefend yourself from idea-pilfering rivalsGet out of the grip of toxic relationshipsProtect your work territory from "boundary busters"Break out of the limiting roles that box you inParent your difficult employees to get the results you want.

. And much, much more. In this pragmatic, insightful guide, psychotherapist Katherine Crowley and business consultant Kathi Elster teach you how to eliminate your workplace woes step by easy step. For anyone trapped in an energy-zapping relationship with a co-worker, or subordinate, boss, Crowley and Elster offer an exit strategy - a highly practical and easily implemented guide to making the situation workable.

Working With You is Killing Me: Freeing Yourself from Emotional Traps at Work #ad - Publishers weekly if you find yourself frustrated with a colleague whose incompetence is driving you crazy, or an employee who challenges your authority, a boss who gets angry when you're not a mind reader, chances are you're caught in an emotional trap at your job. Through quizzes, and field-tested strategies, case examples, you'll learn how to handle any bad work relationship.

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