Robert I. Sutton

"If you are a boss, ask yourself: When you look back at how you’ve treated followers, peers, and superiors, in their eyes, will you have earned the right to be proud of yourself? Or will they believe that you ought to be ashamed of yourself and embarrassed by how you have trampled on others’ dignity day after day?"

- Robert I. Sutton

"Bosses shape how people spend their days and whether they experience joy or despair, perform well or badly, or are healthy or sick. Unfortunately, there are hoards of mediocre and downright rotten bosses out there, and big gaps between the best and the worst."

- Robert I. Sutton

"Psychological safety is the key to creating a workplace where people can be confident enough to act without undue fear of being ridiculed, punished, or fired – and be humble enough to openly doubt what is believed and done. As Amy Edmondson’s research shows, psychological safety emerges when those in power persistently praise, reward, and promote people who have the courage to act, talk about their doubts, successes, and failures, and work doggedly to do things better the next time."

- Robert I. Sutton

"As the research shows, the more time you spend around rotten apples – those lousy, lazy, grumpy, and nasty people – the more damage you will suffer. When people are emotionally depleted, they stop focusing on their jobs and instead work on improving their moods. If you find that there are a few subordinates who are so unpleasant that, day after day, they sap the energy you need to inspire others and feel good about your own job, my advice – if you can’t get rid of them – is to spend as little time around them as possible."

- Robert I. Sutton

"The best management is sometimes less management or no management at all. William Coyne, who led 3M’s Research and Development efforts for over a decade, believed a big part of his job was to leave his people alone and protect them from other curious executives. As he put it: ‘After you plant a seed in the ground, you don’t dig it up every week to see how it is doing.”"

- Robert I. Sutton

"Good bosses focus their attention, and their people’s efforts, on the small number of things that matter most. The best bosses learn when they can and should ignore the least important demands from others. But some demands can’t be avoided even though they have little, if any, impact on people or performance. In such cases, it might be wise to do a quick and crummy job so you can ‘check the box’ and quickly move on to more crucial chores."

- Robert I. Sutton

"Interruptions are especially destructive to people who need to concentrate – knowledge workers like hardware engineers, graphic designers, lawyers, writers, architects, accountants, and so on. Research by Gloria Mark and her colleagues shows that it takes people an average of twenty-five minutes to recover from an interruption and return to the task they had been working on – which happens because interruptions destroy their train of thought and divert attention to other tasks. A related study shows that although employees who experience interruptions compensate by working faster when they return to what they were doing, this speed comes at a cost, including feeling frustrated, stressed, and harried. Some interruptions are unavoidable and are part of the work – but as a boss, the more trivial and unnecessary intrusions you can absorb, the more work your people will do and the less their mental health will suffer."

- Robert I. Sutton

"Negative interactions (and the bad apples who provoke them) pack such a wallop in close relationships because they are so distracting, emotionally draining, and deflating. When a group does interdependent work, rotten apples drag down and infect everyone else. Unfortunately, grumpiness, nastiness, laziness, and stupidity are remarkably contagious."

- Robert I. Sutton

"The worst bosses condemn their people to live in constant fear as they wait for the next wave of bad news, which always seems to hit without warning and at random intervals. The best bosses do everything possible to communicate when and how distressing events will unfold. When the timing of a stressful event can be predicted, so can its absence: Psychologist Martin Seligman called this the safety signal hypothesis. Predictability helps people know when to relax versus when dread and vigilance are warranted – which protects them from the emotional and physical exhaustion that results when people never feel safe from harm for even a moment. Seligman illustrated his hypothesis with air-raid sirens used during the German bombing of London during World War II. The sirens were so reliable that people went about their lives most of the time without fear; they didn’t need to worry about dashing to the shelters unless the sirens sounded."

- Robert I. Sutton

"The best bosses find the sweet spot between acting like spineless wimps who always do just as they are told (no matter how absurd) versus insubordinate rabble-rousers who challenge and ignore every order and standard operating procedure. Good bosses try to cooperate with superiors and do what is best for their organizations, but they realize that defiance can be required to protect their people and themselves – and sometimes is even ultimately appreciated by superiors."

- Robert I. Sutton

"THE 11 COMMANDMENTS FOR WISE BOSSES Have strong opinions and weakly held beliefs. Do not treat others as if they are idiots. Listen attentively to your people; don’t just pretend to hear what they say. Ask a lot of good questions. Ask others for help and gratefully accept their assistance. Do not hesitate to say, ‘I don’t know’. Forgive people when they fail, remember the lessons, and teach them to everyone. Fight as if you are right, and listen as if you are wrong. Do not hold grudges after losing an argument. Instead, help the victors implement their ideas with all your might. Know your foibles and flaws, and work with people who correct and compensate for your weaknesses. Express gratitude to your people."

- Robert I. Sutton

"When your boss listens to you carefully, reaches out to help you, and learns from you, it enhances your dignity and pride. Doing so also helps your boss gain empathy for you, to better understand how it feels to be you and what you need to succeed in your job and life."

- Robert I. Sutton

"Psychologist Susan Fiske observes, ‘Attention is directed up the hierarchy. Secretaries know more about their bosses than vice versa; graduate students know more about their advisors than vice versa.’ Fiske explains this happens because, like our fellow primates, ‘people pay attention to those who control their outcomes. In an effort to predict and possibly influence what is going to happen to them, people gather information about those with power.”"

- Robert I. Sutton

"Numerous lawyers, consultants, and accountants have told me that when a client has treated them badly, they avoid working for them again unless they are desperate, and when they must, they often charge higher rates to make themselves feel better and because assholes consume extra time and emotional energy. A European consultant explained his firm’s evidence-based ‘asshole pricing’ in a comment on my blog: We’ve therefore abandoned the old pricing altogether and simply have a list of difficult customers who get charged more. Before The No Asshole Rule became widely known, we were calling this Asshole Pricing. It isn’t just a tax, a surcharge on the regular price; the entirety of the price quoted is driven by Asshole considerations."

- Robert I. Sutton