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Criptovalute: La guida di cui avevate bisogno
by Martin SuttonQuesto libro è stato scritto per guidarvi nel mare di informazioni necessarie per comprendere il funzionamento delle criptovalute. Imparerete tutte le basi per investire nelle criptovalute e per ottenere i risultati migliori da questo settore in crescita. Sempre più aziende in crescita utilizzano le criptovalute come metodi di pagamento. Dalla nascita del Bitcoin una decina di anni fa, più di 1.400 criptovalute sono state rilasciate nel mercato, dimostrando che le valute virtuali saranno parte del nostro futuro. Di conseguenza sempre più aziende sentono di dover implementare lo sviluppo di una Criptovaluta per poter essere competitive nel prossimo futuro. Non perdete altro tempo! Venite a scoprire la chiave per una vita migliore!
France And The Construction Of Europe, 1944-2007
by Michael SuttonIn the second half of the twentieth century France played the greatest role - even greater than Germany's - in shaping what eventually became the European Union. By the early twenty-first century, however, in a hugely transformed Europe, this era had patently come to an end. This comprehensive history shows how France coupled the pursuit of power and the furtherance of European integration over a sixty-year period, from the close of the Second World War to the hesitation caused by the French electorate's referendum rejection of the European Union's constitutional treaty in 2005.
Cop's Life: True Stories From Behind The Badge
by Randy Sutton Cassie WellsA COP'S LIFE... is about a midnight call that brings you to a grandmother battered to death in her bed while three punks go running and laughing through the night.... <P> A COP'S LIFE... is about the man in the Ninja outfit who absorbs a full magazine of hollowpoint bullets and still raises his gun to kill you...<P> A COP'S LIFE... is about the honor student, the pride and hope of his family, hanging from a speaker wire, or the baby who dies in your arms, or the people who think you're a hero--or the devil...<P> In this powerful collection of tales from the frontlines, Las Vegas police sergeant Randy Sutton goes beyond the neon into the dark corners of society, putting us into the driver's seat of his cruiser and a job that ricochets from moments of sheer terror to coffee-fueled boredom--with stops on the way at every conceivable act of human folly and depravity. With a poet's touch, and the unflinching realism of a crime scene photograph, A COP'S LIFE is the ultimate depiction of the hardest job there is.
Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst
by Robert SuttonIn his long-awaited follow-up to The No Asshole Rule, Robert Sutton reveals the actions of the best bosses and contrasts these with the mistakes of the worst, so that you can learn to become the great boss most people dream of having.The stark differences between what superb and lousy bosses do is backed up by piles of research, and Good Boss, Bad Boss blends this with true stories to contrast the best and worst moves bosses make when taking charge, making decisions and turning talk into action.If you are serious about becoming a skilled and compassionate boss, Good Boss, Bad Boss is the essential guide.
Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst
by Robert SuttonFrom the New York Times bestselling author of The No Asshole Rule'I am frequently asked, "Tom, my brother/sister/friend is taking on a new leadership role. What should they read?" I always respond the same way, by recommending one and only one book: Bob Sutton's Good Boss, Bad Boss' - Tom Peters, New York Times bestselling author of In Search of Excellence.Good Boss, Bad Boss was inspired by the thousands of emails, calls and conversations that Robert Sutton received after publishing his bestseller The No Asshole Rule - he found that most of the stories and cries for help he received revolved around one central figure in every workplace: THE BOSS.Sutton's subsequent research showed that the success of every boss depended heavily on how well (or badly) they managed those they worked with and in Good Boss, Bad Boss he demonstrates this by weaving together the best psychological and management secrets with true stories, to reveal the mindset and moves of the best bosses, and contrasts them with the behaviour of the worst.If you want to understand how the best bosses think and act so that you can get better at your job or find a better boss to work for, Good Boss, Bad Boss has all the answers.
The Asshole Survival Guide: How to Deal with People Who Treat You Like Dirt
by Robert I. SuttonHow to avoid, outwit, and disarm assholes, from the author of the classic bestseller The No Asshole Rule “Help, I’m dealing with an asshole! What can I do?” Since his book The No Asshole Rule became a national bestseller a decade ago, Robert Sutton has heard that question asked in a thousand different ways. He answers the question in a new book that shifts focus from building civilized workplaces to providing relief for anybody who feels plagued and pushed around by assholes. Equally useful and entertaining, The Asshole Survival Guide delivers a cogent and methodical game plan. Sutton starts with diagnosis—what kind of asshole problem, exactly, are you dealing with? From there, he provides field-tested, evidence-based, and sometimes surprising strategies for dealing with assholes—avoiding them, outwitting them, disarming them, sending them packing, and developing protective psychological armor. Sutton even teaches readers how to look inward to stifle their own inner jackass. Ultimately, this survival guide is about developing an outlook and personal plan that will help you preserve the sanity in your work life, and will prevent all those perfectly good days from being ruined by some jerk.
Buen jefe, mal jefe: Cómo ser el mejor y aprender de los peores
by Robert I. Sutton¿Es usted un buen jefe? Si sus empleados pudieran escoger, ¿seguirían trabajando con usted? Y sobre todo, ¿tiene idea de cómo se siente su equipo? Robert I. Sutton plantea lo que todo jefe debería aprender de los mejores y de los peores. El coste empresarial de los jefes ineptos y agresivos es enorme: sus equipos trabajan de manera más torpe, cometen más errores e incluso sufren más problemas cardíacos. A partir de numerosos casos y ejemplos de las más variadas empresas, Sutton muestra cómo los mejores jefes crean un entorno de trabajo eficaz y humano. Buen jefe, mal jefe representa una herramienta única para todos aquellos que han asumido la responsabilidad de dirigir a otras personas, y una tabla de salvación para quienes tienen la desgracia de soportar a un jefe que no está a la altura. Reseñas:«Buen jefe, mal jefe se ha convertido en mi libro de negocios dereferencia. Ofrece numerosos principios y propuestas, refrendados por casos reales; todo jefe debería leerlo y asimilarlo.»John Lilly, CEO de Mozilla Corporation «Somos muy afortunados de contar con Bob Sutton. Cada una de sus afirmaciones está apoyada sobre sólidas investigaciones. Solo su esquema titulado "Jefes inteligentes frente a jefes sabios" justifica cien veces el precio del libro. Buen jefe, mal jefe es altamente recomendable.»Tom Peters, autor de En busca de la excelencia «Buen jefe, mal jefe contiene material de reflexión para directivos de empresas y líderes de organizaciones, tanto grandes como pequeñas. Es un libro con numerosas ideas, propuestas prácticas y cuestiones útiles para todos los jefes.»Reuters
Buen jefe, mal jefe
by Robert I. SuttonEl coste de los jefes ineptos y agresivos es enorme; sus equipos trabajan más torpemente, cometen errores, e incluso sufren más problemas cardiacos. A partir de numerosos casos y ejemplos de las más variadas empresas, Sutton muestra cómo los mejores jefes crean entornos de trabajo eficaces y humanos.Buen jefe, mal jefe representa una herramienta única para todos aquellos que han recibido la responsabilidad de dirigir a otras personas, y una tabla de salvación para quienes tienen la desgracia de soportar a un jefe que no está a la altura.«Solo el esquema titulado "jefes inteligentes frente a jefes sabios" justifica cien veces el precio del libro. Buen jefe, mal jefe es altamente recomendable.»Tom Peters, autor de En busca de la excelencia
Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst (Playaway Adult Nonfiction Ser.)
by Robert I. SuttonIf you are a boss who wants to do great work, what can you do about it? Good Boss, Bad Boss is devoted to answering that question. Stanford Professor Robert Sutton weaves together the best psychological and management research with compelling stories and cases to reveal the mindset and moves of the best (and worst) bosses. This book was inspired by the deluge of emails, research, phone calls, and conversations that Dr. Sutton experienced after publishing his blockbuster bestseller The No Asshole Rule. He realized that most of these stories and studies swirled around a central figure in every workplace: THE BOSS. These heart-breaking, inspiring, and sometimes funny stories taught Sutton that most bosses - and their followers - wanted a lot more than just a jerk-free workplace. They aspired to become (or work for) an all-around great boss, somebody with the skill and grit to inspire superior work, commitment, and dignity among their charges.As Dr. Sutton digs into the nitty-gritty of what the best (and worst) bosses do, a theme runs throughout Good Boss, Bad Boss - which brings together the diverse lessons and is a hallmark of great bosses: They work doggedly to "stay in tune" with how their followers (and superiors, peers, and customers too) react to what they say and do. The best bosses are acutely aware that their success depends on having the self-awareness to control their moods and moves, to accurately interpret their impact on others, and to make adjustments on the fly that continuously spark effort, dignity, and pride among their people.
The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't
by Robert I. SuttonWhen the Harvard Business Review asked Robert Sutton for suggestions for its annual list of Breakthrough Ideas, he told them that the best business practice he knew of was 'the no asshole rule'. Sutton's piece became one of the most popular articles ever to appear in the HBR. Spurred on by the fear and despair that people expressed, the tricks they used to survive with dignity in asshole-infested places, the revenge stories that made him laugh out loud and the other small wins that they celebrated against mean-spirited people, Sutton was persuaded to write THE NOASSHOLE RULE. He believes passionately that civilised workplaces are not a naive dream, that they do exist, do bolster performance and that widespread contempt can be erased and replaced with mutual respect when a team or organisation is managed right. There is a huge temptation by executives and those in positions of authority to overlook this trait especially when exhibited by so-called producers, but Sutton shows how overall productivity suffers when the workplace is subjected to this kind of stress.
Weird Ideas That Work: 11 1/2 Practices for Promoting, Managing, and Sustaining Innovation
by Robert I. SuttonA breakthrough in management thinking, “weird ideas” can help every organization achieve a balance between sustaining performance and fostering new ideas. To succeed, you need to be both conventional and counterintuitive.Creativity, new ideas, innovation—in any age they are keys to success. Yet, as Stanford professor Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly—and creative. In Weird Ideas That Work Sutton draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable" and "reward success and failure, but punish inaction," strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. Weird Ideas That Work is filled with examples, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird"—and now, thanks to Robert Sutton's work, we have the tools we need to do so.
Appendix: The Knowing-Doing Survey
by Robert I. Sutton Jeffrey PfefferOrganizations should work to identify the gaps in what leaders know, and what is actually going on in the company can provide an agenda for action. This chapter is a tutorial in asking managers the right questions to identify and tackle knowing-doing gaps.
Are Great Leaders in Control of Their Companies?: An Evidence-Based Approach to Leadership
by Robert I. Sutton Jeffrey PfefferThis chapter explores the half-truth that leaders are in control and that they ought to be, provides a more nuanced view of leadership, and offers some useful guidelines for those who occupy leadership roles in organizations.
Change or Die?: An Evidence-Based Approach to Change Management
by Robert I. Sutton Jeffrey PfefferThis chapter examines the faulty evidence and logic behind the mantra "change or die," the related half-truth that change is difficult and takes a long time, and describes what organizations can do to speed change.
Do Financial Incentives Drive Company Performance?: An Evidence-Based Approach to Motivation and Rewards
by Robert I. Sutton Jeffrey PfefferThis chapter examines one of the most deeply held half-truths in the business world, that financial incentives drive company performance, and tackles several deeply held, widely shared, and intertwined beliefs and assumptions about what motivates people in the workplace.
Do the Best Organizations Have the Best People?: An Evidence-Based Approach to Talent
by Robert I. Sutton Jeffrey PfefferThis chapter shows why the idea that the best organizations have the best people is a half-truth that lives on despite evidence that indicates that natural talent is overrated, especially for sustaining organizational performance.
Firms That Surmount the Knowing-Doing Gap
by Robert I. Sutton Jeffrey PfefferThis chapter provides detailed case studies of three firms--British Petroleum, Barclays Global Investors, and the New Zealand Post--that have been successful at either avoiding the knowing-doing gap or transcending barriers to turning knowledge into action.
Hard Facts, Dangerous Half-Truths, and Total Nonsense
by Robert I. Sutton Jeffrey PfefferThe best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management "wisdom" isn't wise at all-but, instead, flawed knowledge based on "best practices" that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health.Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held-but ultimately flawed-management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere.This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life-and shows how to finally turn this common sense into common practice.
How to Practice Evidence-Based Management
by Robert I. Sutton Jeffrey PfefferThis chapter illustrates how and why so many of the current standards for judging business ideas and management practices are flawed and offers some alternative ways of approaching the marketplace for ideas that are more consistent with the fundamentals of logical reasoning and the scientific method.
Is Work Fundamentally Different from the Rest of Life and Should It Be?: An Evidence-Based Approach to Work-Life Balance
by Robert I. Sutton Jeffrey PfefferThis chapter examines what is perhaps the most basic half-truth--that work is a separate domain from the rest of life, and should be treated differently--and provides some evidence-based insights to support greater incorporation of human needs and preferences into work and organization design.
The Knowing-Doing Gap
by Robert I. Sutton Jeffrey PfefferWhy are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.
Knowing "What" to Do Is Not Enough: Understanding the Knowing-Doing Gap
by Robert I. Sutton Jeffrey PfefferThis chapter outlines the many facets of the knowing-doing problem--the challenge of turning knowledge about how to enhance organizational performance into actions consistent with that knowledge--and points toward possible solutions based on the successes of some organizations.
Profiting from Evidence-Based Management
by Robert I. Sutton Jeffrey PfefferImplementing evidence-based management is an uphill battle. However, as this chapter suggests, if you are willing to recognize your company's blind spots and problems and take responsibility for finding and following the best data and logic, implementing an evidence-based approach can bolster management practice and organizational performance.
Smart-Talk Trap
by Robert I. Sutton Jeffrey PfefferIn today's business world, there's no shortage of know-how. When companies get into trouble, their executives have vast resources at their disposal: their own experiences, colleagues' ideas, reams of computer-generated data, thousands of publications, and consultants armed with the latest managerial concepts and tools. But all too often, even with all that knowledge floating around, companies are plagued with an inertia that comes from knowing too much and doing too little--a phenomenon the authors call the knowing-doing gap. The gap often can be traced to a basic human propensity: the willingness to let talk substitute for action. When confronted with a problem, people act as though discussing it, formulating decisions, and hashing out plans for action are the same as actually fixing it. And after researching organizations of all shapes and sizes, the authors concluded that a particular kind of talk is an especially insidious inhibitor of action: "smart talk." People who can engage in such talk generally sound confident and articulate; they can spout facts and may even have interesting ideas. But such people often exhibit the less benign aspects of smart talk as well: They focus on the negative, and they favor unnecessarily complex or abstract language. The former lapses into criticism for criticism's sake; the latter confuses people. Both tendencies can stop action in its tracks. How can you shut the smart-talk trap and close the knowing-doing gap? The authors lay out five methods that successful companies employ in order to translate the right kind of talk into intelligent action.
Strategy Is Destiny?: An Evidence-Based Approach to Strategy
by Robert I. Sutton Jeffrey PfefferThis chapter questions whether and when strategy is destiny and makes an evidence-based case that excessive faith in strategic decision making is hazardous to an organization's health.