Fwd: Worth considering - 12 Things Good Bosses Believe
Judy Tse
Hey there
Our CEO circulated the below article to us – I think it’s great and hope you will find it beneficial too. Point 6 in particular is awesome as it challenges us to be servant hearted but to be a strong leader, and most importantly to remember that you are not the boss, God is.
I encourage us to pray for our bosses, and for each other, in light of the below.
Have a good week
Judy
12 Things Good Bosses Believe
9:32 AM Friday May 28, 2010
by Robert I. SuttonWhat makes a boss great? It's a question I've been researching for a while now. In June 2009, I offered some analysis in HBR on the subject, and more recently I've been hard at work on a book called Good Boss, Bad Boss (published in September by Business Plus).
In both cases, my approach has been to be as evidence-based as possible. That is, I avoid giving any advice that isn't rooted in real proof of efficacy; I want to pass along the techniques and behaviors that are grounded in sound research. It seems to me that, by adopting the habits of good bosses and shunning the sins of bad bosses, anyone can do a better job overseeing the work of others.
At the same time, I've come to conclude that all the technique and behavior coaching in the world won't make a boss great if that boss doesn't also have a certain mindset.
My readings of peer-reviewed studies, plus my more idiosyncratic experience studying and consulting to managers in many settings, have led me identify some key beliefs that are held by the best bosses — and rejected, or more often simply never even thought about, by the worst bosses. Here they are, presented as a neat dozen:
- I have a flawed and incomplete understanding of what it feels like to work for me.
- My success — and that of my people — depends largely on being the master of obvious and mundane things, not on magical, obscure, or breakthrough ideas or methods.
- Having ambitious and well-defined goals is important, but it is useless to think about them much. My job is to focus on the small wins that enable my people to make a little progress every day.
- One of the most important, and most difficult, parts of my job is to strike the delicate balance between being too assertive and not assertive enough.
- My job is to serve as a human shield, to protect my people from external intrusions, distractions, and idiocy of every stripe — and to avoid imposing my own idiocy on them as well.
- I strive to be confident enough to convince people that I am in charge, but humble enough to realize that I am often going to be wrong.
- I aim to fight as if I am right, and listen as if I am wrong — and to teach my people to do the same thing.
- One of the best tests of my leadership — and my organization — is "what happens after people make a mistake?"
- Innovation is crucial to every team and organization. So my job is to encourage my people to generate and test all kinds of new ideas. But it is also my job to help them kill off all the bad ideas we generate, and most of the good ideas, too.
- Bad is stronger than good. It is more important to eliminate the negative than to accentuate the positive.
- How I do things is as important as what I do.
- Because I wield power over others, I am at great risk of acting like an insensitive jerk — and not realizing it.
Robert Sutton is Professor of Management Science and Engineering at Stanford University. He studies and writes about management, innovation, and the nitty-gritty of organizational life. His new book is Good Boss, Bad Boss.
See more with Deloitte. Australia’s Leading Organisation for the Advancement of Women (>500 employees) and one of Australia’s top 50 places to work – BRW best companies to work for 2009.
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Wendy Yip
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Adam Ma
Elaine Lee
On 20/09/2010 9:28 PM, Adam Ma wrote:
Hi all�
It looks like it may be hard to start early to go bowling and finish by 8.
�
How about we have dinner at 7:30 instead? does anyone wanna go Mango again?
�
Judy - thanks for the email, i think it is a very good that your CEO sends that out to all the staff in your company.
�Cheers,Adam
----- Original Message -----From: Wendy YipSent: Monday, September 20, 2010 9:06 PMSubject: Re: Worth considering - 12 Things Good Bosses Believe
Hi Judy
Saw this article from this morning too - from your insights though I think it is really hard to expect bosses (no matter how good they are) will be like God.
Think it's true that we need to pray for them and ourselves and be forebearing / patient.�
RegardsWendy
On 20/09/2010, at 8:41 PM, Judy Tse wrote:
Hey there��Our CEO circulated the below article to us � I think it�s great and hope you will find it beneficial too. Point 6 in particular is awesome as it challenges us to be servant hearted but to be a strong leader, and most importantly to remember that you are not the boss, God is.
I encourage us to pray for our bosses, and for each other, in light of the below.
Have a good week�
Judy
12 Things Good Bosses Believe
9:32 AM Friday May 28, 2010
by Robert I. Sutton �
What makes a boss great? It's a question I've been researching for a while now. In June 2009, I offered some analysis in HBR on the subject, and more recently I've been hard at work on a book called Good Boss, Bad Boss (published in September by Business Plus).
In both cases, my approach has been to be as evidence-based as possible. That is, I avoid giving any advice that isn't rooted in real proof of efficacy; I want to pass along the techniques and behaviors that are grounded in sound research. It seems to me that, by adopting the habits of good bosses and shunning the sins of bad bosses, anyone can do a better job overseeing the work of others.
At the same time, I've come to conclude that all the technique and behavior coaching in the world won't make a boss great if that boss doesn't also have a certain mindset.
My readings of peer-reviewed studies, plus my more idiosyncratic experience studying and consulting to managers in many settings, have led me identify some key beliefs that are held by the best bosses � and rejected, or more often simply never even thought about, by the worst bosses. Here they are, presented as a neat dozen:
- Having ambitious and well-defined goals is important, but it is useless to think about them much. My job is to focus on the small wins that enable my people to make a little progress every day.
- One of the most important, and most difficult, parts of my job is to strike the delicate balance between being too assertive and not assertive enough.
- Innovation is crucial to every team and organization. So my job is to encourage my people to generate and test all kinds of new ideas. But it is also my job to help them kill off all the bad ideas we generate, and most of the good ideas, too.
- Bad is stronger than good. It is more important to eliminate the negative than to accentuate the positive.
- How I do things is as important as what I do.
- Because I wield power over others, I am at great risk of acting like an insensitive jerk � and not realizing it.
Robert Sutton is Professor of Management Science and Engineering at Stanford University. He studies and writes about management, innovation, and the nitty-gritty of organizational life. His new book is Good Boss, Bad Boss.
This e-mail and any attachments to it are confidential. You must not use, disclose or act on the e-mail if you are not the intended recipient. If you have received this e-mail in error, please let us know by contacting the sender and deleting the original e-mail.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com.au/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.
Liability limited by a scheme approved under Professional Standards Legislation.
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Adam Ma
----- Original Message -----From: Elaine LeeSent: Monday, September 20, 2010 10:35 PMSubject: Re: Worth considering - 12 Things Good Bosses Believe
don't mind... but can we book?
On 20/09/2010 9:28 PM, Adam Ma wrote:
Hi all
It looks like it may be hard to start early to go bowling and finish by 8.
How about we have dinner at 7:30 instead? does anyone wanna go Mango again?
Judy - thanks for the email, i think it is a very good that your CEO sends that out to all the staff in your company.
Cheers,Adam
----- Original Message -----From: Wendy YipSent: Monday, September 20, 2010 9:06 PMSubject: Re: Worth considering - 12 Things Good Bosses BelieveHi JudySaw this article from this morning too - from your insights though I think it is really hard to expect bosses (no matter how good they are) will be like God.Think it's true that we need to pray for them and ourselves and be forebearing / patient.
RegardsWendy
On 20/09/2010, at 8:41 PM, Judy Tse wrote:
Hey thereOur CEO circulated the below article to us – I think it’s great and hope you will find it beneficial too. Point 6 in particular is awesome as it challenges us to be servant hearted but to be a strong leader, and most importantly to remember that you are not the boss, God is.
I encourage us to pray for our bosses, and for each other, in light of the below.
Have a good week
Judy
12 Things Good Bosses Believe
9:32 AM Friday May 28, 2010
by Robert I. Sutton
What makes a boss great? It's a question I've been researching for a while now. In June 2009, I offered some analysis in HBR on the subject, and more recently I've been hard at work on a book called Good Boss, Bad Boss (published in September by Business Plus).
In both cases, my approach has been to be as evidence-based as possible. That is, I avoid giving any advice that isn't rooted in real proof of efficacy; I want to pass along the techniques and behaviors that are grounded in sound research. It seems to me that, by adopting the habits of good bosses and shunning the sins of bad bosses, anyone can do a better job overseeing the work of others.
At the same time, I've come to conclude that all the technique and behavior coaching in the world won't make a boss great if that boss doesn't also have a certain mindset.
My readings of peer-reviewed studies, plus my more idiosyncratic experience studying and consulting to managers in many settings, have led me identify some key beliefs that are held by the best bosses — and rejected, or more often simply never even thought about, by the worst bosses. Here they are, presented as a neat dozen:
- How I do things is as important as what I do.
- Because I wield power over others, I am at great risk of acting like an insensitive jerk — and not realizing it.
Robert Sutton is Professor of Management Science and Engineering at Stanford University. He studies and writes about management, innovation, and the nitty-gritty of organizational life. His new book is Good Boss, Bad Boss.
This e-mail and any attachments to it are confidential. You must not use, disclose or act on the e-mail if you are not the intended recipient. If you have received this e-mail in error, please let us know by contacting the sender and deleting the original e-mail.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com.au/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.
Liability limited by a scheme approved under Professional Standards Legislation.
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Elaine Lee
On 21/09/2010 8:05 PM, Adam Ma wrote:
I can try book Mango for Friday night 7:30
�
Please email me if you can/can't make it so I can organise the numbers.
�CheersAdam
----- Original Message -----From: Elaine LeeSent: Monday, September 20, 2010 10:35 PMSubject: Re: Worth considering - 12 Things Good Bosses Believedon't mind... but can we book?
On 20/09/2010 9:28 PM, Adam Ma wrote:
Hi all�
It looks like it may be hard to start early to go bowling and finish by 8.
�
How about we have dinner at 7:30 instead? does anyone wanna go Mango again?
�
Judy - thanks for the email, i think it is a very good that your CEO sends that out to all the staff in your company.
�Cheers,Adam
----- Original Message -----From: Wendy YipSent: Monday, September 20, 2010 9:06 PMSubject: Re: Worth considering - 12 Things Good Bosses Believe
Hi Judy
Saw this article from this morning too - from your insights though I think it is really hard to expect bosses (no matter how good they are) will be like God.
Think it's true that we need to pray for them and ourselves and be forebearing / patient.�
RegardsWendy
On 20/09/2010, at 8:41 PM, Judy Tse wrote:
Hey there��Our CEO circulated the below article to us � I think it�s great and hope you will find it beneficial too. Point 6 in particular is awesome as it challenges us to be servant hearted but to be a strong leader, and most importantly to remember that you are not the boss, God is.
I encourage us to pray for our bosses, and for each other, in light of the below.
Have a good week�
Judy
12 Things Good Bosses Believe
9:32 AM Friday May 28, 2010
by Robert I. Sutton �
What makes a boss great? It's a question I've been researching for a while now. In June 2009, I offered some analysis in HBR on the subject, and more recently I've been hard at work on a book called Good Boss, Bad Boss (published in September by Business Plus).
In both cases, my approach has been to be as evidence-based as possible. That is, I avoid giving any advice that isn't rooted in real proof of efficacy; I want to pass along the techniques and behaviors that are grounded in sound research. It seems to me that, by adopting the habits of good bosses and shunning the sins of bad bosses, anyone can do a better job overseeing the work of others.
At the same time, I've come to conclude that all the technique and behavior coaching in the world won't make a boss great if that boss doesn't also have a certain mindset.
My readings of peer-reviewed studies, plus my more idiosyncratic experience studying and consulting to managers in many settings, have led me identify some key beliefs that are held by the best bosses � and rejected, or more often simply never even thought about, by the worst bosses. Here they are, presented as a neat dozen:
- Having ambitious and well-defined goals is important, but it is useless to think about them much. My job is to focus on the small wins that enable my people to make a little progress every day.
- One of the most important, and most difficult, parts of my job is to strike the delicate balance between being too assertive and not assertive enough.
- Innovation is crucial to every team and organization. So my job is to encourage my people to generate and test all kinds of new ideas. But it is also my job to help them kill off all the bad ideas we generate, and most of the good ideas, too.
- Bad is stronger than good. It is more important to eliminate the negative than to accentuate the positive.
- How I do things is as important as what I do.
- Because I wield power over others, I am at great risk of acting like an insensitive jerk � and not realizing it.
Robert Sutton is Professor of Management Science and Engineering at Stanford University. He studies and writes about management, innovation, and the nitty-gritty of organizational life. His new book is Good Boss, Bad Boss.
Jeremy Kwok
Matt & I should be attending unless baby arrives before then!
On 21/09/2010 8:05 PM, Adam Ma wrote:
I can try book Mango for Friday night 7:30
Please email me if you can/can't make it so I can organise the numbers.
CheersAdam
----- Original Message -----From: Elaine LeeSent: Monday, September 20, 2010 10:35 PMSubject: Re: Worth considering - 12 Things Good Bosses Believedon't mind... but can we book?
On 20/09/2010 9:28 PM, Adam Ma wrote:
Hi all
It looks like it may be hard to start early to go bowling and finish by 8.
How about we have dinner at 7:30 instead? does anyone wanna go Mango again?
Judy - thanks for the email, i think it is a very good that your CEO sends that out to all the staff in your company.
Cheers,Adam
----- Original Message -----From: Wendy YipSent: Monday, September 20, 2010 9:06 PMSubject: Re: Worth considering - 12 Things Good Bosses Believe
Hi Judy
Saw this article from this morning too - from your insights though I think it is really hard to expect bosses (no matter how good they are) will be like God.
Think it's true that we need to pray for them and ourselves and be forebearing / patient.
RegardsWendy
On 20/09/2010, at 8:41 PM, Judy Tse wrote:
Hey thereOur CEO circulated the below article to us – I think it’s great and hope you will find it beneficial too. Point 6 in particular is awesome as it challenges us to be servant hearted but to be a strong leader, and most importantly to remember that you are not the boss, God is.
I encourage us to pray for our bosses, and for each other, in light of the below.
Have a good week
Judy
12 Things Good Bosses Believe
9:32 AM Friday May 28, 2010
by Robert I. Sutton
What makes a boss great? It's a question I've been researching for a while now. In June 2009, I offered some analysis in HBR on the subject, and more recently I've been hard at work on a book called Good Boss, Bad Boss (published in September by Business Plus).
In both cases, my approach has been to be as evidence-based as possible. That is, I avoid giving any advice that isn't rooted in real proof of efficacy; I want to pass along the techniques and behaviors that are grounded in sound research. It seems to me that, by adopting the habits of good bosses and shunning the sins of bad bosses, anyone can do a better job overseeing the work of others.
At the same time, I've come to conclude that all the technique and behavior coaching in the world won't make a boss great if that boss doesn't also have a certain mindset.
My readings of peer-reviewed studies, plus my more idiosyncratic experience studying and consulting to managers in many settings, have led me identify some key beliefs that are held by the best bosses — and rejected, or more often simply never even thought about, by the worst bosses. Here they are, presented as a neat dozen:
- Having ambitious and well-defined goals is important, but it is useless to think about them much. My job is to focus on the small wins that enable my people to make a little progress every day.
- One of the most important, and most difficult, parts of my job is to strike the delicate balance between being too assertive and not assertive enough.
- Innovation is crucial to every team and organization. So my job is to encourage my people to generate and test all kinds of new ideas. But it is also my job to help them kill off all the bad ideas we generate, and most of the good ideas, too.
- Bad is stronger than good. It is more important to eliminate the negative than to accentuate the positive.
- How I do things is as important as what I do.
- Because I wield power over others, I am at great risk of acting like an insensitive jerk — and not realizing it.
Robert Sutton is Professor of Management Science and Engineering at Stanford University. He studies and writes about management, innovation, and the nitty-gritty of organizational life. His new book is Good Boss, Bad Boss.
Wendy Tse
Sui Thie
Sui
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