Quotes from Robert I. Sutton

Support a few crackpots, heretics, and dreamers, especially if they are wildly optimistic about their ideas.

No one on their death bed wishes they would've been meaner.

weird ideas spark innovation because each helps companies do at least one of three things: (1) increase variance in available knowledge, (2) see old things in new ways, and (3) break from the past. These are the three basic organizing principles for innovative work

Good bosses focus their attention, and their people's efforts, on the small number of things that matter most. The best bosses learn when they can and should ignore the least important demands from others. But some demands can't be avoided even though they have little, if any, impact on people or performance. In such cases, it might be wise to do a quick and crummy job so you can 'check the box' and quickly move on to more crucial chores.

A series of controlled experiments and field studies in organizations shows that when teams engage in conflict over ideas in an atmosphere of mutual respect, they develop better ideas and perform better .

talented employees who put their needs ahead of their colleagues and the company are dangerous.

Hatfield and her colleagues sum up emotional contagion research with an Arabic proverb: "A wise man associating with the vicious becomes an idiot.

When your boss listens to you carefully, reaches out to help you, and learns from you, it enhances your dignity and pride. Doing so also helps your boss gain empathy for you, to better understand how it feels to be you and what you need to succeed in your job and life.

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 and then—even over fairly trivial things.

The implication is that if you want to quell your inner jerk and avoid spreading (and catching) this form of asshole poisoning, use ideas and language that frame life in ways that will make you focus on cooperation.

The best bosses find the sweet spot between acting like spineless wimps who always do just as they are told (no matter how absurd) versus insubordinate rabble-rousers who challenge and ignore every order and standard operating procedure. Good bosses try to cooperate with superiors and do what is best for their organizations, but they realize that defiance can be required to protect their people and themselves – and sometimes is even ultimately appreciated by superiors.

As Max DePree, former CEO of furniture maker Herman Miller, put it, "The first job of a leader is to define reality.

A hallmark of petty tyrants—including many Rule Nazis—is that their power over a narrow domain is coupled with low prestige; they simmer and sulk about the lack of respect they get. This mix of power and low social status creates a deadly brew—it provokes them to take out their frustration and resentment on others.

Forgiveness is also important because, as a study of surgical errors found, "when a subordinate sees his technical errors are forgiven, he recognizes there is no incentive to hide them. He is less likely, therefore, to compound his problems by attempting to treat problems that are over his head for fear of superordinate reprisal.

Psychologist Susan Fiske observes, 'Attention is directed up the hierarchy. Secretaries know more about their bosses than vice versa; graduate students know more about their advisors than vice versa.' Fiske explains this happens because, like our fellow primates, 'people pay attention to those who control their outcomes. In an effort to predict and possibly influence what is going to happen to them, people gather information about those with power.

Galileo was jailed for asserting that the earth was round.5

He was afflicted with what I call "Asshole Blindness," where people don't realize or underestimate how dire an asshole problem is, how much they and perhaps others are suffering, and how important it is to get out as soon as possible.

My job is to hold the umbrella so the shit from above doesn't hit you. Your job is to keep me from having to use it.

Harry S. Truman said, "It is amazing what you can accomplish if you do not care who gets the credit.

Make sure that slow learners are rewarded—or at least not punished— for expressing their deviant views and acting in odd ways.

And the most talented people in every occupation have huge advantages over their ordinary peers. Dean Keith Simonton, who studies greatness and genius, finds that whether it comes to songwriters, composers, scientists, programmers, or filmmakers, the top 10 percent generate as much or more output than the other 90 percent.

is the opportunity to begin again more intelligently.

Organizations that learn from their failures forgive and remember, they don't forgive and forget.

If you want a creative organization, inaction is the worst kind of failure.