From Publishers Weekly
This eticulously researched book, which grew from a much buzzed-about article in the Harvard Business Review, puts into plain language an undeniable fact: the modern workplace is beset with assholes. Sutton (Weird Ideas that Work), a professor of management science at Stanford University, argues that assholes—those who deliberately make co-workers feel bad about themselves and who focus their aggression on the less powerful—poison the work environment, decrease productivity, induce qualified employees to quit and therefore are detrimental to businesses, regardless of their individual effectiveness. He also makes the solution plain: they have to go. Direct and punchy, Sutton uses accessible language and a bevy of examples to make his case, providing tests to determine if you are an asshole (and if so, advice for how to self-correct), a how-to guide to surviving environments where assholes freely roam and a carefully calibrated measure, the "Total Cost of Assholes," by which corporations can assess the damage. Although occasionally campy and glib, Sutton's work is sure to generate discussions at watercoolers around the country and deserves influence in corporate hiring and firing strategies. Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. --This text refers to the Hardcover edition.
From AudioFile
Did the HARVARD BUSINESS REVIEW really print an article that used the word "asshole" eight times? Apparently so, and from it evolved this audiobook, a handy guide to the domineering bullies found in the workplace, on the sports field, and in government. Turns out that these "kiss up, kick down" individuals don't just ruin our day, they also cost business and government a great deal of time and money. Is there hope? Sutton seems to think so and offers systems, case studies, and ideas for weeding out these unpleasant individuals. The author reads this abridgment in a friendly, informative style, making it one of the stronger business titles this season. R.W.S. © AudioFile 2007, Portland, Maine-- Copyright © AudioFile, Portland, Maine --This text refers to the Audio CD edition.
From Booklist
We all know them or know of them--the jerks and bullies at work who demean, criticize, and sap the energy of others, usually their underlings. It could be the notorious bad boss or the jealous coworker, but everyone agrees that they make life miserable for their victims and create a hostile and emotionally stifling environment. Fed up with how these creeps treat others and poison the workplace, Sutton declares war and comes out calling them exactly what they are--"certified assholes." Caricatured in sitcoms such as The Office, these brutes are too often tolerated until irreparable damage is done to individuals and the organization as a whole. Sutton's "no asshole rule" puts a stop to the abuse in no uncertain terms. Similar rules have transformed such companies as JetBlue, the Men's Wearhouse, and Google into shining examples of workplaces where positive self-esteem creates a more productive, motivated, and satisfied workforce. If you have ever been a victim, just reading Sutton's analysis brings calm relief, empowerment, and reassurance that you're not alone. David SiegfriedCopyright © American Library Association. All rights reserved --This text refers to the Hardcover edition.
Product Description
The No Asshole Rule was awarded a Quill Award as the Best Business Book of 2007.
When Robert Sutton's "No Asshole Rule" appeared in the Harvard Business Review, readers of this staid publication were amazed at the outpouring of support for this landmark essay. The idea was based on the notion, as adapted in hugely successful companies like Google and SAS, that employees with malicious intents or negative attitudes destroyed any sort of productive and pleasant working environment, and would hinder the entire operation's success. Now using case studies from these and many more corporations that have had unquestioned success using variations of "The No Asshole Rule," Sutton's book aims to show managers that by hiring mean-spirited employees - regardless of talent - saps energy from everyone who must deal with said new hires. Such insights will come from:- Seattle law firm Perkins Coie, which instituted a "no jerks allowed" policy, helping them earn a spot on Fortune's "100 Best Companies to Work For" list.- United States Supreme Court Fellow Robert Clayman, who noticed that "assholes" in the highest branch of government turned a blind eye to initiatives that would curb abusive and violent behavior.- Testimony from a former American Airlines manager about how former CEO Bob Crandall's abusive "tough love" behavior actually caused psychological harm to those he was attempting to motivate.From the AuthorRobert Sutton is Professor of Management Science and Engineering in the Stanford Engineering School, where he is Co-Director of the Center for Work, Technology, an active member of the Stanford Technology Ventures Program, and a cofounder of the new Hasso Planter Institute of Design, a multi-disciplinary program at Stanford that teaches and spreads "design thinking." Sutton is also an IDEO Fellow. Sutton studies the links between managerial knowledge and organizational action, innovation, and organizational performance, and has published over 100 articles in academic and applied publications. Sutton is author of Weird Ideas That Work: 11 ½ Practices for Promoting, Managing, and Sustaining Innovation (Free Press, 2002) and co-author (with Jeffrey Pfeffer) of both The Knowing-Doing Gap: How Smart Firms Turn Knowledge Into Action (Harvard Business School Press, 2000 and of Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management (Harvard Business School Press, 2006). --This text refers to the Hardcover edition.
About the Author
ROBERT SUTTON is a Professor of Management Science and Engineering at Stanford University.
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