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"It was my beautiful mother and a couple of caring, wonderful high school teachers who helped me learn to be resilient and that happiness was indeed a worthy lifelong pursuit. " Amazing quote. I borrowed it for my daily reminder email for my 3Minute Journal users, which I always preface with a quote about self-awareness, learning, etc. Thanks so much for sharing.
Bob, I also like Corner Office and loved the Templeton interview. (I am posting tomorrow on The Mistake Bank about his story of regaining the CEO spot after being demoted.) He seems like a fascinating guy and someone I'd like to work for. It also says something that he has been CEO for more than 12 years. regards, John
Bob, I am assuming you're familiar with the research of Zeynep Ton, who studies retail at MIT and was formerly at HBS. She focuses on retail staffing and compensation, and has some pretty excellent examples that cutting staffing may cut costs, but harms profitability more (and investing in staff can increase profitability). A store that is understaffed will not take time to greet people, or to clean the bathrooms. regards, John
Hi, Bob, I just wrote a book about companies that refuse to hire jerks. My publisher is suggesting a very catchy title: "The No Asshole Rule." I like it. Wonder if I could trouble you for a blurb? ;)
Bob, I've gotten those come-ons from time to time. I've said no every time. I'd stay away. The very modest upside is overwhelmed by the reputation downside.
Toggle Commented Aug 2, 2010 on Buying PR In Blog Posts? at Bob Sutton
The best example of someone who could stand up to idiot bosses is my wife. She worked in a company where supervisors casually making onerous requests (to work weekends, take on additional tasks without relinquishing any, or meet ridiculous deadlines) was part of the culture. She alone stood her ground, said "no" when it was justified, negotiated comp-time before working weekends, and didn't accept new work without getting agreement to stop doing something else. Rather than this limiting her career, she was continually given above-average raises and promoted. Now, she shares a characteristic with Brad Bird and Robert Townsend: she is a superstar performer. She is intelligent and hardworking and can do lots of things. I imagine getting rewarded for this kind of approach is more difficult when you're not the very best performer. Then, you probably need to work in groups to get things changed. What do you think? regards, John
I went to a party years and years ago and got into a conversation with a friend's fiance, who was going to Harvard Business School at the time. (I never cared much for this guy, to tell the truth.) Over beers, we got into a discussion about starting businesses, and how big was big enough. I was content to have enough to pay the rent, own my car outright, and be able to save some. So, the idea of millions of dollars seemed immense to me. I had no idea how I could even spend such an amount. (Now, having two kids and seeing what college is starting to cost, I am having a better idea of that. But I digress.) So I said, "How big is big enough? Ten million? Fifty million? Five hundred million?" He looked at me as if I was from outer space. "That's not what it's about," he said. "You can always get bigger." regards, John
Toggle Commented Nov 18, 2009 on Oh, So That Is God's Work at Bob Sutton
Thaler, I like this post a lot. My experience tells me that story banks need nurturing, both in encouraging the ongoing creation of content and guiding usage of the content stored inside. Creating & conducting exercises and finding ways to make storybank content more visible (via feeds or bulletin boards) can help the organization reap its investment in the bank. These ground-level things, rather than top-down direction, can lead to the true knowledge-sharing culture you value. regards, John
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