 Robert Sutton
What Great Bosses Do: Leading Innovation and Implementation
International Best Selling Author
Sutton's forthcoming book, Good Boss, Bad Boss: How to Be the Best... and Learn From the Worst (Fall 2010) |
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Good Boss, Bad Boss
Sutton weaves together the best psychological and management research with true stories to reveal the mindset and moves of the best bosses – which he bolsters by contrasting them with evidence on how the worst bosses think of themselves and treat their people. Sutton shows how bosses can master essentials including:
Striking just the right balance between being too assertive and not assertive enough convincing followers and superiors they are in charge and in control
Leavening their self-confidence with just enough humility,
Bringing aboard the right stars and reforming (or expelling) bad apples
Closing the smart-talk trap -- linking what they say to what their people do
Shielding their charges from unnecessary intrusions and idiots of every stripe
Doing dirty work like disciplining and firing employees in timely and humane ways, And, of course, keeping their inner jerk in check.
Building an Innovative Workplace
Combining ideas from HBR top book of the year Weird Ideas That Work, his experience as an IDEO fellow, academic research on innovation, and his experience in the new Stanford Institute of Design – where the focus is on teaching and coaching student teams that are doing real creative for real companies like Mozilla, Fidelity, WalMart, SAP, Timbuk2, Google, and others – Sutton talks about and leads workshops with organizations about the challenges of managing and doing creative work.
Design Thinking Workshops with Robert Sutton and Perry Klebahn
Stanford Professor Robert Sutton and Stanford Associate Consulting Professor Perry Klebahn often work together to lead workshops that combine Sutton’s knowledge of theory and research about innovation with Klebahn’s real-world experience and hands-on approach. Sutton and Klebahn started using this approach (along with other Stanford faculty) in a Stanford Executive Program on Customer-focused Innovation (CFI), and more recently, have applied this blend of academic and experiential learning in design thinking workshops. In doing so they have worked with groups including Arco gas stations, Tesla Motors, Del Monte Foods, the Ministry of Manpower in Singapore, and the Higher Colleges of Technology in Abu Dhabi. Sutton and Klebahn’s workshops typically run three hours and highly interactive, resulting in lessons about key elements of innovation and design thinking including leadership, group dynamics, human resource management and, especially, the fundamentals of the design process and hands on learning about how to apply it to a host of business problems. In addition, they work with clients to develop and deliver workshops that are customized to the client’s needs and interests.
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