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Articles by Robert Sutton
Program: The business of being a boss
Robert Sutton: I'm going to start out with a little mental provisioning from rock star, Jimmy Buffet. He's got a great line in one of his songs which is this: 'Some things are still a mystery to me, and other things are much too clear.' And I sort of use that as a guide to figure out the kinds of things that I emphasise both in this book and my other writings. I'll give you a really good example: I suspect many of you have had or given performance evaluations.
The art and science of failing well
TIM HARFORD: Whenever somebody turns a failure into success, something really interesting has happened, and we should be asking ourselves how and why. We find it really hard to separate the idea that, “yeah, I made a mistake, I failed, I did something wrong,” with the idea that, “I am a failure.” ROBERT SUTTON: There's no way that people can learn without failing. Think of some of the heroes of our day; they've made an enormous number of mistakes.
The Next Big Idea Club’s 2 Official Selections for Season 23
Breaking news from the Next Big Idea Club: Curators Malcolm Gladwell, Susan Cain, Adam Grant, and Daniel Pink have reviewed their list of seven season finalists and hand-picked their favorite nonfiction books of the season. Without further ado, the two can’t-miss reads of Season 23 are… By Robert I. Sutton and Huggy Rao The definitive guide to eliminating the forces that make it harder, more complicated, or downright impossible to get things done in organizations.
Why Bosses Should Tell Employees to Slow Down More Often
Journal Reports: Leadership Who Gets Promoted to the C-Suite—and How That Has Changed Over the Decades By Peter Cappelli December 14, 2023 at 4:00 PM ET Among our findings: The average age of top executives started falling after 1980. But now it’s higher than it was 40 years ago.
Why Bosses Should Tell Employees to Slow Down More Often
In this hypercompetitive world, the prize, we’re often told, goes to the fastest. You snooze, you lose. Well, not so fast. Don’t get us wrong: We certainly understand the high price that companies pay when leaders gum up the works; we’ve researched it for years, with the goal of helping leaders identify and remove obstacles that stall progress and infuriate employees and customers.
La leadership con due marce
LEADERSHIP Capire quando è il momento di prendere in mano la situazione e quando è meglio non essere d’intralcio Lindy Greer, Francesca Gino, Robert I. Sutton I leader migliori sono quelli che prendono in mano la situazione, guidano la carica, impartiscono ordini e spingono le persone a fare il massimo? Oppure sono quelli che ascoltano i sottoposti, li responsabilizzano e cercano di non essere d’intralcio?
为何说老板应该让员工做更少--而不是更多 - 华尔街日报
“死于消化不良的企业比饿死的企业更多。” 1995年，惠普(Hewlett-Packard)联合创始人戴维·帕卡德(David Packard)谈及一些企业领导者面临的危险时，曾发出过这样的警告，这些领导者在职场上做的“加法”太多，“减法”太少。 在他说出这番话的27年后，其正确性更是有增无减，当下确实有太多领导者骨子里就喜欢不断做“加法”，“增加”、“增加”、“再增加”的做法也确实能获得奖励。并不是说“加法”本身不好，只是当领导者在给员工增派任务、引入小发明、增加软件、会议、规则、培训及管理要求的问题上变得毫无章法时，他们所在的组织会变得过于复杂，他们的员工会不堪重负，精疲力竭，同时，他们的资源会太过分散，以至于工作中的方方面面都会受到影响。 对许多企业来说，反其道而行之——“减少”、“减少”、“再减少”——才是成功的关键。减法让我们头脑清醒，让我们有时间专注于真正重要的事。它为创造性工作奠定了基础，为我们留出了失败、担忧与讨论的空间，也为我们留出空间去争论、去尝试那些看似疯狂的想法——这些想法可以改变一家企业，让员工变得更快乐、更有效率。 ...
Why Bosses Should Ask Employees to Do Less-Not More
Journal Reports: Leadership When Robots Fire Workers, Best Not to Be Too Human About It By Chris Kornelis September 24, 2022 at 3:00 PM ET A study finds that worker/robot interactions are very different from consumer/robot interactions
Frederick Raymond Sutton was born in Edinburgh to William Frederick and Joanna Steel (née Ritchie) Sutton with an English and Scottish heritage. His parents moved in 1927 from Hathersage to Wimbledon, where he was educated at King’s College School and King’s College London, with wartime evacuation to Glasgow. In 1944 he was stationed to Belgium as a lieutenant in the Royal Army Medical Corps, where he met Ingrid Irmen, his future wife. He went to India as a captain …
Robert Sutton: Conservatives have abandoned free market principles in the quest for environmentalism
Rob Sutton is an incoming junior doctor in Wales and a former Parliamentary staffer. He is a recent graduate of the University of Oxford Medical School. A trend over the last decade in British politics has been a convergence of the major political parties towards near-consensus on environmental issues.
Robert Sutton: The Coronavirus. We must stop pinning our hopes on a vaccine - and learn to live with it
Rob Sutton is an incoming junior doctor in Wales and a former Parliamentary staffer. He is a recent graduate of the University of Oxford Medical School. The phase three trial for one of the leading contenders for a Covid-19 vaccine has been paused. The collaboration between Oxford University and AstraZeneca has been put on hold after a patient became unwell.
Remote Work Is Here to Stay. Bosses Better Adjust.
It was mid-June, three months after the Covid-19 crisis had forced the top executives in a fast-growing tech startup to leave their offices and work from home. Executives had believed this “work from home thing” would last a few weeks, one of the company’s vice presidents told me, so they treated it like a brief emergency that required all hands on deck, all the time.
Rob Sutton: When a Coronavirus death isn't a Coronavirus death
Rob Sutton is an incoming junior doctor in Wales and a former Parliamentary staffer. He is a recent graduate of the University of Oxford Medical School. The official Covid-19 death figures produced by Public Health England (PHE) may have been inflated.
Sweden’s Trolley Problem
A speeding train is heading towards five people tied up further down the track. You have the option to pull a lever, and direct the train onto a different track, and away from the five people. The other track has one person tied to it. Do you pull the lever? The Trolley problem is a well-known thought experiment highlighting the difference between two moral architectures: utilitarianism and deontology. Does the morality of our decisions depend on outcomes or actions?
8 Books to Help Plan Your Next Steps as a Leader
In times of uncertainty, even entrepreneurs have a hard time knowing what they, or their teams, should do next. Free Book Preview: Unstoppable Get a glimpse of how to overcome the mental and physical fatigue that is standing between you and your full potential. Email Will be used in accordance with our Privacy Policy May 7, 2020 5 min read Opinions expressed by Entrepreneur contributors are their own. In times of great uncertainty, great leaders need to step up to the plate.
Bosses, Get Out of Your Employees’ Way
Wise bosses know that, sometimes, the best management is no management at all. Unfortunately, most bosses aren’t that wise. They don’t understand that there are times to give orders, dominate the conversation and express strong opinions. And there are times to be less assertive, ask what others think, listen and watch in silence, and get out of the way.
Top HR Books You Should Add To Your Reading List For Talent Managers
We often get asked about which books that we recommend, and our current reading list. So we’d thought we’d put together a short list of our favourite books that we think all Talent Managers, HR Directors or Heads of People should read.
Strong Opinions, Weakly Held: Wisdom as the courage to act on your knowledge AND the humility to doubt what you know
I've been pretty obsessed about the differences between smart people and wise people for years. I tried to write a book called "The Attitude of Wisdom" a couple times. And the virtues of wise people - those who have the courage to act on their knowledge, but the humility to doubt what they know - is a primary theme in my writing and research.
How Bosses Waste Their Employees’ Time
Leaders don’t mean to waste their employees’ time. Unfortunately, many of them heap unnecessary work on the people below them in the pecking order—and are downright clueless that they’re doing it. They give orders without realizing how much work those directives entail. They make offhand comments and don’t consider that their employees may interpret them as commands.
Don’t Get Defensive: Communication Tips for the Vigilant
When we get defensive, we make it that much harder for our conversational counterparts to hear what we’re saying. We also make it harder to really listen to what *they* have to say. Soon, we’re shadow-boxing, defending ourselves against attacks that aren’t real, and wasting energy — and relationship capital — on damage control instead of solving the problem at hand. If you get hooked into defensiveness — and most of us do — you probably already know it.
10 Reasons Why We Put Up with Jerks in Our Lives
The Stanford professor and author of The Asshole Survival Guide explains how we get confused—and why we need to end certain relationships. (Yes, he uses the a-word, but his points are scarily good.) By Robert I. Sutton, PhD Photo: Johnny Miller 1. Denial about the present: "It's really not that bad." It actually is a terrible situation—you are living in a fool's paradise. 2. Imaginary improvement: "It's really getting better." This is wishful thinking; things are as bad as, or worse than, ever. 3.
How to Survive a Jerk at Work
For many people, going to work every day can be hard enough. When they have to deal with a jerk in the office, it can be unbearable. Countless studies document the damage inflicted by rude, demeaning and disrespectful people—including anxiety, depression, sleepless nights and heart problems. What’s more, employees who have to deal with unpleasant bosses, colleagues and customers are less productive and creative, and make worse decisions.
Robert Durand Sutton - Rome News-Tribune: Obits/Death Notices
Durand was born in Floyd County, Georgia on August 5, 1968, son of James Robert Sutton and Rachel Maldonado Sutton. He was preceded in death by two grandchildren, Summer Vinson and Paisley Sutton, and by a brother, Labraun Sutton. Durand was a veteran of the U. S. Army and was a member of the North Rome Church of God. He worked as an equipment operator at Trinity Rail.
Robert George Sutton - The Wickenburg Sun - Wickenburg, Arizona: Obituaries
Posted: Wednesday, May 6, 2015 10:00 am Robert George Sutton Robert George Sutton, age 91, passed away April 30, 2015, in Avondale. Mr. Sutton was born Feb. 21, 1926, in St. Paul, Minn., to Robert G. and Celia S. Sutton. He was raised and attended schools there and later enlisted in the Navy, serving during WWII. Following his military service he attended vocational school, then began working as an electrician and was self-employed for most of his career.
A Few Troublesome Employees Can Outweigh the Good
What harm can a handful of nasty or incompetent employees do? A lot more than you may think. By Robert Sutton October 24, 2011 Superstars get a lot of attention from bosses. But bad apples deserve even more. A growing body of research suggests that having just a few nasty, lazy or incompetent characters around can ruin the performance of a team or an entire organization—no matter how stellar the other employees.
Why good bosses tune in to their people
Stanford University management professor Bob Sutton says it’s an illusion that the boss is truly in control, and suggests seven “tricks” for enhancing that perception: 1. Talk more than others, but not the whole time. At least in Western countries, people who talk first and most are seen as leaders—the blabbermouth theory. But if you talk the whole time, people will find you a bully, a bore, or both. 2. Interrupt occasionally—and don’t let others interrupt you too much.
Robert I. Sutton
Some years ago a discipline was developed called evidence based medicine. It is based on using studies of outcomes to make medical decisions rather than on subjective feeling. An early example of evidence based medicine was the decision to see if blood letting was an effective way of treating various ailments. It was found that sick people who were treated with blood letting died at a higher rate than sick people who received no treatment at all.
How Smart Companies Turn Knowledge into Action: Pfeffer, Jeffrey, Sutton, Robert I.: 9781578511242: Amazon.com: Books
The main premise of this book as the authors best summarize it is: "Why knowledge of what needs to be done frequently fails to result in action or behavior consistent with that knowledge. We came to call this the knowing-doing problem - the challenge of turning knowledge about how to enhance organizational performance into actions consistent with that knowledge.
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