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.
Publisher book page
Dan Pink review
Via this McKinsey Quarterly piece
In strategy+business, Jon R. Katzenbach (co-author of Leading Outside the Lines: How to Mobilize the (in)Formal Organization, Energize Your Team, and Get Better Results) introduced a passage on the importance of self-awareness from the book, parts of which follow:
The “interesting shoes” story reflects a pervasive theme…that…distinguishes the best from the worst bosses: If you are a boss, your success depends on staying in tune with how others think, feel, and react to you. Bosses who persistently promote performance and humanity devote considerable energy to reading and responding to followers’ feelings and actions, and those of other key players like superiors, peers, and customers.
. . .
Yet some skills and aspirations are more important than others. Developing and sustaining self-awareness ought to be at the top of the list for every boss. David Dunning of Cornell University shows that a hallmark of poor performers is they lack self-awareness, consistently overestimating their skills in just about any task that requires intellectual and social skills, such as debating, having a sense of humor, or interviewing others. In contrast, Dunning finds that self-awareness is a hallmark of the best performers — they are especially cognizant of their strengths and weaknesses, and fret about overcoming pitfalls that can undermine their performance.
. . .
The upshot is, to be a great boss, you’ve got to think and act as if “it is all about you.” Your success depends on being fixated on yourself.