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.
FEATURING A NEW CHAPTER ON THE RULE AND ITS SURPRISING IMPACT! In
this new version of The No Asshole Rule, Bob Sutton provides an
uproarious account of the world-wide reaction to his best-selling
book. As he writes: "I didn't plan it. I never wanted it.
I didn't believe it at first. And it still make me
squirm." Sutton's talking about having been branded as
"the asshole guy." But beyond the initial shock value of
the provocative title, Sutton's epilogue goes on to detail the
kind of impact this important book has had on corporate
organizations and employees everywhere. His book has provided a
major wake-up call to those individuals in the business world and
beyond who somehow have lost sight that a little civility goes a
long, long way when it comes to dealing with our fellow human
beings - and leading an effective organization. This is one
epilogue that is definitely worth reading.
Robert I. Sutton ist Professor für Organisationsverhalten an der technischen Fakultät der Universität Stanford. Er leitete zahlreiche Managerseminare, war als Unternehmensberater tätig und führt derzeit ein Programm für innovatives Management für die Stanford Alumni Association durch.
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