Stanford Professor Robert Sutton discussed the main ideas in his new book Good Boss, Bad Boss: How to be the best... and survive the worst, which weaves together evidence and case studies to identify the mindset and actions of the most successful bosses. Professor Sutton emphasized that the best bosses are in tune with what it feels like to work for them, while the worst live in a fool's paradise. Take the Rypple B.O.S.S. and find out what kind of B.O.S.S. you are: rypple.com/boss

1. Good Boss, Bad Boss
presented by
CONFIDENTIAL

2. Your host Our guest
Dan Portillo Bob Sutton
VP, Organizational Development Professor, Stanford
Rypple Author of Good Boss, Bad Boss
rypple.com bobsutton.typepad.com
July 8, 2010 2

3. What kind of B.O.S.S. are you?
Find out at rypple.com/boss
presented by
July 8, 2010 3

4. How to be the best….and learn from
the worst
Robert Sutton
Stanford University

6.  Two points, starting with Jimmy Buffett

7. “Some things are still a mystery to me, and other
things are much too clear.”

8. To be a great boss, you’ve got to be
remarkably self-obsessed.
Not for egotistical or selfish reasons, but
because staying “in tune” with your
people is a hallmark of great bosses.

9.  The “interesting shoes day” story.

10. Followers are hyper-focused on those
who wield power over them; bosses are
remarkably oblivious to their
underlings.

11. Typical member of a
baboon troop
glances at the alpha
male every 20 to 30
seconds.

12.  Effects of giving people power:
• Focus on their own needs and concerns
• Focus little attention on the needs of others
• Act like the rules don’t apply to them

13. Three Berkeley students, five cookies
Two students brainstorm and the third has the power to
evaluate their ideas
Those with power tended to:
• Take the fourth cookie
• Eat with their mouths open
• Leave more crumbs

14.  Assertiveness
 The small wins strategy
 Wisdom
 Superstars and rotten apples
 Got their backs?

15. “The best bosses are rated roughly average by
followers on terms like competitive, aggressive,
passive, and submissive– they are moderately
assertive.”
Having a “perfectly assertive” boss is like eating
perfectly salted food… you tend not to notice it’s
excellence.

16. “I believe managing is like
holding a dove in your
hand. If you hold it too
tightly you kill it, but if you
hold it too loosely, you lose
it."

17. Managers often overestimate their value
– and don’t realize the damage – caused
by watching and nagging employees.
“First do no harm” is especially
crucial to innovation – manage by
getting out of the way.

18. After you plant a seed in the ground, you
don’t dig it up every week to see how it is
doing.”

19. Long term, “big hairy goals” are essential
– but when people don’t know the little
steps required to make constant
progress, they freeze-up and freak-out.

20. The best bosses frame what they – and
their followers -- do as a series of
manageable and doable steps.

21. Her people were freaking-out and
overwhelmed by a crucial sales
campaign.
Until…..

22. The best bosses dance on the edge of
overconfidence, but a healthy dose of self-
doubt and humility and saves from turning
arrogant and pig-headed
The attitude of wisdom:
The courage to act on what you know in
concert with humility to doubt your
assumptions and actions

23. “Investment decisions or personnel decisions
and prioritization don’t wait for the picture to
be clarified. You have to make them when you
have to make them. You take your shots and
clean up the bad ones later.
I think it is very important for you to do two
things: act on your temporary conviction as if it
was a real conviction; and when you realize
that you are wrong, correct course very
quickly. “

24. For decades, I would
always go first in meetings
to discuss opinions on
stories, a sequence,
design, artwork or a music
score. I don’t like to go first
anymore. I actually like to
hear what other people
have to say first.
Jeffrey Katzenberg, CEO of
Dreamworks

25.  Fight
as if you are right, listen as if you
are wrong.
 Thebest bosses make it safe to fight like
crazy over ideas, in an atmosphere of
mutual respect.

26. “When two people in business always
agree, one of them is unnecessary.”

27. “Everyone will get humiliated and
encouraged together.”

28. Who are your stars?
Do they undermine or enhance collective
performance?
• The “top” salesperson in the Seattle Men’s
Wearhouse store

29. Bad apples -- including deadbeats,
downers, and assholes -- bring down
performance 30% to 40% compared to
teams that don’t have them.
Research by
Will Felps

30. “5 to 1 rule” whether it is encounters in
personal relationships or at work.
Negative emotions, laziness, and
stupidity are remarkably destructive
and contagious.

31. Baird CEO Paul Purcell “During the
interview, I tell them that if I discover that
they are an asshole, I am going to fire
them.”

32.  Thebest bosses protect their people
from intrusions, distractions, idiots, and
idiocy of every stripe

33.  Ignoring bad rules and procedures
 Changing bad rules and procedures
 Taking the heat for your people
 Battling enemies and idiots on their
behalf

34. Two key diagnostic questions:
1. Do you know what it feels like to work
for you?
2. If they had the choice, would your
people elect to work for you
again?

35. Robert.sutton@stanford.edu
www.bobsutton.net

36. Answering your questions
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