Good Boss, Bad Boss: How to Be the Best… and Learn from the Worst Audiobook (Free)
- Bob Walter
- 6 h 30 min
- Hachette Book Group USA
- 2010-09-07
Summary:
Now with a fresh chapter that targets what great bosses really do. Dr. Sutton reveals new insights that he’s discovered since the writing of Good Employer, Bad Manager. Sutton adds revelatory thoughts about such renowned bosses as Ed Catmull, Steve Careers, A.G. Lafley, and many more, and ways to implement their methods.
If you are a boss who wants to carry out great work, what can you do about it? Good Boss, Bad Boss is specialized in answering that question. Stanford Professor Robert Sutton weaves collectively about Great Boss, Bad Manager: How exactly to Be the very best… and Learn from the Worst the best psychological and management research with compelling tales and instances to reveal the mindset and moves of the greatest (and most severe) bosses. This reserve was inspired by the deluge of email messages, research, phone calls, and interactions that Dr. Sutton experienced after posting his blockbuster bestseller The No Asshole Rule. He realized that most of these tales and studies swirled around a central physique in every workplace: THE BOSS. These heart-breaking, uplifting, and occasionally funny stories trained Sutton that most bosses – and their followers – wanted a lot more than only a jerk-free work environment. They aspired to be (or work for) an all-around great manager, somebody with the skill and grit to inspire excellent work, commitment, and dignity amongst their charges.
As Dr. Sutton digs into the nitty-gritty of what the best (and most severe) bosses do, a theme works throughout Good Employer, Bad Manager – which includes the varied lessons and is a hallmark of great bosses: They function doggedly to ‘stay in melody’ with how their supporters (and superiors, peers, and customers too) react to what they say and do. The best bosses are acutely aware that their achievement depends on having the self-awareness to regulate their moods and moves, to accurately interpret their effect on others, and to make adjustments on the take flight that consistently spark work, dignity, and pride amongst their people.
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