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Good Boss, Bad Boss - How to Be the Best... and Learn from the Worst (Paperback)
Loot Price: R447
Discovery Miles 4 470
You Save: R71
(14%)
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Good Boss, Bad Boss - How to Be the Best... and Learn from the Worst (Paperback)
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List price R518
Loot Price R447
Discovery Miles 4 470
You Save R71 (14%)
Expected to ship within 10 - 15 working days
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Now with a new chapter that focuses on what great bosses really do.
Dr. Sutton reveals new insights that he's learned since the writing
of Good Boss, Bad Boss. Sutton adds revelatory thoughts about such
legendary bosses as Ed Catmull, Steve Jobs, A.G. Lafley, and many
more, and how you can implement their techniques.
If you are a boss who wants to do great work, what can you do about
it? "Good Boss, Bad Boss" is devoted to answering that question.
Stanford Professor Robert Sutton weaves together the best
psychological and management research with compelling stories and
cases to reveal the mindset and moves of the best (and worst)
bosses. This book was inspired by the deluge of emails, research,
phone calls, and conversations that Dr. Sutton experienced after
publishing his blockbuster bestseller "The No Asshole Rule." He
realized that most of these stories and studies swirled around a
central figure in every workplace: THE BOSS. These heart-breaking,
inspiring, and sometimes funny stories taught Sutton that most
bosses - and their followers - wanted a lot more than just a
jerk-free workplace. They aspired to become (or work for) an
all-around great boss, somebody with the skill and grit to inspire
superior work, commitment, and dignity among their charges.
As Dr. Sutton digs into the nitty-gritty of what the best (and
worst) bosses do, a theme runs throughout "Good Boss, Bad Boss" -
which brings together the diverse lessons and is a hallmark of
great bosses: "They work doggedly to "stay in tune" with how their
followers (and superiors, peers, and customers too) react to what
they say and do." The best bosses are acutely aware that their
success depends on having the self-awareness to control their moods
and moves, to accurately interpret their impact on others, and to
make adjustments on the fly that continuously spark effort,
dignity, and pride among their people.
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