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Good Boss, Bad Boss:
There is strong evidence that power turns people into insensitive jerks who are oblivious to subordinates’ needs and actions.
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221 |
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Good Boss, Bad Boss:
There is also convincing evidence that subordinates are hypervigilant about superior’s moves and often assume the worst about their intentions.
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221 |
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Good Boss, Bad Boss:
…as a boss, you need trusted advisors, mentors, and followers who feel safe telling you when you are being a schmuck.
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223 |
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Good Boss, Bad Boss:
Freaking out about time pressure causes people to focus on the task at hand and tune out everything else.
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226 |
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Good Boss, Bad Boss:
If you are a boss with a history of treating followers with dignity and have built up a lot of ‘love points,’ your people will probably forgive you if you get nasty now and then…
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227 |
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Good Boss, Bad Boss:
…if you are a known asshole, don’t expect much sympathy – or extra effort – from followers when the shit hits the fan.
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227 |
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Good Boss, Bad Boss:
…a lack of sleep causes people to make lousy decisions and turns them into impatient jerks – and when deprivation is severe, people turn irrational and fly into wild rages.
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228 |
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Good Boss, Bad Boss:
Beware when people are already in bad moods, heat magnifies crankiness and aggression.
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230 |
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Good Boss, Bad Boss:
Emotions are remarkably contagious. When people are surrounded by jerks, they usually mimic such behavior and don’t realize they are doing so.
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232 |
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Good Boss, Bad Boss:
When the top dog can remain calm and civilized – even when the pressure is on and the chips are down – this antidote to asshole poisoning rolls down the hierarchy as bosses and others follow suit.
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232 |