Sutton SuggestionsStanford professor Dr. Robert Sutton presents his readers with seven recommendations on how to be the best boss in his book, Good Boss, Bad Boss. From these seven, there are three that I value as the most important as well as the most difficult to execute. The three recommendations are as follows: Take Control, Strive to be Wise, and Serve as a Human Shield. In this paper, I will discuss what exactly these recommendations entail, how and why they are valuable to budding bosses, and potential difficulties that come with implementing these ideas.
CHAPTER 2: Take ControlThe first Sutton recommendation is in Chapter 2: Take Control. As forerunners of their environment, bosses need to uphold a certain image. In most cases, this image involves control and knowledge, and needs to be upheld as their position is a hot seat, meaning bosses are glorified or condemned, usually more so than they actually deserve. This warped image of bosses is, in a sense, a self-fulfilling prophecy, since bosses can increase their actual control over what their followers do, how their followers feel, and how others evaluate them by enhancing the illusion that they are in control. In order to magnify the image of romanticized leadership and foster the benefits of this illusion, there are several steps a boss should take.
Beware the bad reputation of those who hold to a good image. In many case, the bad reputation of their colleagues will motivate them to believe that they’re in charge, a strategy that will only accelerate their own advancement. In these instances, they need to keep an open mind, so that they don’t be duped into believing that they are in charge. If you think your boss looks like you’ve been indoctrinated, and not out of some unwise decision-making process, you may think their image, or perhaps even their beliefs, will be much more helpful in shaping your career.
Keep “Cultures” The next most important job to look for in your leaders is in the “cultures” the boss is building. If this job is for non-leaders, it should be a job for the top ones. In fact, the job you should think of as “the new normal” is only the culture. If you see a high-ranking leader as more of a servant than a leader, then that would be a bad thing, which is why “Cults” in many cases include men and women who work together and can be trusted. In general, if you want a high-status status leader to be more of a servant versus a leader, then make sure your culture is centered around them. If you want to be around “cultures” they are supposed to maintain, then make sure that you keep things in line with your ideal work environment. As a boss, you must be sure that you look after culture to ensure that your organization does not continue to slide downhill from the bottom rung in the society ladder.
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