“and supply-chain experts, and get more space. Corey also knew that little things can mean a lot, and as a boss, you can earn credibility with your people by demonstrating that you will go to war for them every now… — Robert I. Sutton Copy Share Image
“organizations that spread and sustain excellence are infused with a “relentless restlessness”—that often uncomfortable urge for constant innovation, driven by the nagging feeling that… — Robert I. Sutton Copy Share Image
“two tests that I use for spotting whether a person is acting like an asshole: • Test One: After talking to the alleged asshole,… — Robert I. Sutton Copy Share Image
The best single question for testing an organization's character is: What happens when people make mistakes? — Robert I. Sutton Copy Share Image
“a host of cost-cutting moves, and one of the changes was that although employees” — Robert I. Sutton Copy Share Image
“on outside the meeting and agree on a steward to be responsible for it. With frequent, crisp stand-up meetings, there can never be the… — Robert I. Sutton Copy Share Image
“My rule of thumb is that no work team should have membership in the double digits (and my preferred size is six), since our… — Robert I. Sutton Copy Share Image
Assholes tend to stick together, and once stuck are not easily separated. — Robert I. Sutton Copy Share Image
“What you “learn” from Steve Jobs tells more about yourself than about him!” — Robert I. Sutton Copy Share Image
“better to shoot the messenger than to learn about—and fix—the problems. In contrast to such constructive defiance, I know bosses who employ the opposite… — Robert I. Sutton Copy Share Image
Creativity isn't about wild talent as much as it's about productivity. To find new ideas that work, you need to try a lot that… — Robert I. Sutton Copy Share Image
