Work Matters

Free PDF of “How to Be a Good Boss in a Bad Economy” to 98 Readers

Written by

supermoxie

in

Jun09_Sutton_crop Harvard Business Online charges a pretty penny for articles and cases; indeed, although their prices annoy me at times, I also admire them because they produce and publish a lot of high-quality and original content, and actually get people and companies to pay for it — something that many other organizations are now struggling to do.  The author in me likes that, even if the consumer in me does not.  One nice thing they do for authors is to create a link that allows us to give away 100 copies of a PDF version to anyone we want.  As I said earlier in the week, I want to give the copies to readers of Work Matters.  If you want a copy of "How to Be a Good Boss in a Bad Economy," please go here to download it:

http://custom.hbsp.com/b01/en/implicit/p.jhtml?login=SUTT052609S&pid=R0906E

Also, I would be grateful if you limited yourself to a single copy so that more people can get one. Finally, when these run out, you can read the opening of the article and buy the rest here; and if you want to see an interview with me about the article at the McKinsey site, check out Good Boss, Bad Times.

Comments

112 responses to “Free PDF of “How to Be a Good Boss in a Bad Economy” to 98 Readers”

  1. Michael F. Martin Avatar
    Michael F. Martin

    Thanks for sharing

    Reply
  2. Michael F. Martin Avatar
    Michael F. Martin

    Thanks for sharing

    Reply
  3. Michael F. Martin Avatar
    Michael F. Martin

    Thanks for sharing

    Reply
  4. Michael F. Martin Avatar
    Michael F. Martin

    Thanks for sharing

    Reply
  5. Michael F. Martin Avatar
    Michael F. Martin

    Thanks for sharing

    Reply
  6. Michael F. Martin Avatar
    Michael F. Martin

    Thanks for sharing

    Reply
  7. Michael F. Martin Avatar
    Michael F. Martin

    Thanks for sharing

    Reply
  8. Chris Avatar
    Chris

    Thank you, Bob, and thanks to HBR!

    Reply
  9. Chris Avatar
    Chris

    Thank you, Bob, and thanks to HBR!

    Reply
  10. Chris Avatar
    Chris

    Thank you, Bob, and thanks to HBR!

    Reply
  11. Chris Avatar
    Chris

    Thank you, Bob, and thanks to HBR!

    Reply
  12. Chris Avatar
    Chris

    Thank you, Bob, and thanks to HBR!

    Reply
  13. Chris Avatar
    Chris

    Thank you, Bob, and thanks to HBR!

    Reply
  14. Chris Avatar
    Chris

    Thank you, Bob, and thanks to HBR!

    Reply
  15. Zack Grossbart Avatar
    Zack Grossbart

    I grabbed one of them. I’m looking forward to reading it. Thanks

    Reply
  16. Zack Grossbart Avatar
    Zack Grossbart

    I grabbed one of them. I’m looking forward to reading it. Thanks

    Reply
  17. Zack Grossbart Avatar
    Zack Grossbart

    I grabbed one of them. I’m looking forward to reading it. Thanks

    Reply
  18. Zack Grossbart Avatar
    Zack Grossbart

    I grabbed one of them. I’m looking forward to reading it. Thanks

    Reply
  19. Zack Grossbart Avatar
    Zack Grossbart

    I grabbed one of them. I’m looking forward to reading it. Thanks

    Reply
  20. Zack Grossbart Avatar
    Zack Grossbart

    I grabbed one of them. I’m looking forward to reading it. Thanks

    Reply
  21. Zack Grossbart Avatar
    Zack Grossbart

    I grabbed one of them. I’m looking forward to reading it. Thanks

    Reply
  22. Shane Twomey Avatar
    Shane Twomey

    Thanks Bob. Great article.

    Reply
  23. Shane Twomey Avatar
    Shane Twomey

    Thanks Bob. Great article.

    Reply
  24. Shane Twomey Avatar
    Shane Twomey

    Thanks Bob. Great article.

    Reply
  25. Shane Twomey Avatar
    Shane Twomey

    Thanks Bob. Great article.

    Reply
  26. Shane Twomey Avatar
    Shane Twomey

    Thanks Bob. Great article.

    Reply
  27. Shane Twomey Avatar
    Shane Twomey

    Thanks Bob. Great article.

    Reply
  28. Shane Twomey Avatar
    Shane Twomey

    Thanks Bob. Great article.

    Reply
  29. Varadarajan Avatar
    Varadarajan

    Appreciate your gesture Bob,
    look forward to reading the article over the week end .
    best
    Rajan

    Reply
  30. Varadarajan Avatar
    Varadarajan

    Appreciate your gesture Bob,
    look forward to reading the article over the week end .
    best
    Rajan

    Reply
  31. Varadarajan Avatar
    Varadarajan

    Appreciate your gesture Bob,
    look forward to reading the article over the week end .
    best
    Rajan

    Reply
  32. Varadarajan Avatar
    Varadarajan

    Appreciate your gesture Bob,
    look forward to reading the article over the week end .
    best
    Rajan

    Reply
  33. Varadarajan Avatar
    Varadarajan

    Appreciate your gesture Bob,
    look forward to reading the article over the week end .
    best
    Rajan

    Reply
  34. Varadarajan Avatar
    Varadarajan

    Appreciate your gesture Bob,
    look forward to reading the article over the week end .
    best
    Rajan

    Reply
  35. Varadarajan Avatar
    Varadarajan

    Appreciate your gesture Bob,
    look forward to reading the article over the week end .
    best
    Rajan

    Reply
  36. ovidiov Avatar
    ovidiov

    Muchas gracias por compartirlo con nosotros. Thank you very much for shanring it with us

    Reply
  37. ovidiov Avatar
    ovidiov

    Muchas gracias por compartirlo con nosotros. Thank you very much for shanring it with us

    Reply
  38. ovidiov Avatar
    ovidiov

    Muchas gracias por compartirlo con nosotros. Thank you very much for shanring it with us

    Reply
  39. ovidiov Avatar
    ovidiov

    Muchas gracias por compartirlo con nosotros. Thank you very much for shanring it with us

    Reply
  40. ovidiov Avatar
    ovidiov

    Muchas gracias por compartirlo con nosotros. Thank you very much for shanring it with us

    Reply
  41. ovidiov Avatar
    ovidiov

    Muchas gracias por compartirlo con nosotros. Thank you very much for shanring it with us

    Reply
  42. ovidiov Avatar
    ovidiov

    Muchas gracias por compartirlo con nosotros. Thank you very much for shanring it with us

    Reply
  43. Steve Gaines Avatar
    Steve Gaines

    Wow Bob. I’m diligently resisting the temptation to Re-Tweet and pass along this outstanding article!
    Of particular note: the dangers of silence, and celebrating small victories (something I just happened to write about yesterday). Those two concepts, so oft violated in rough going, can make such a huge difference in the workplace when recognized.
    I also found the “cookie study” to be amazingly enlightening in its simplicity.
    Outstanding information. Thank you for sharing with those of us swift enough to act!

    Reply
  44. Steve Gaines Avatar
    Steve Gaines

    Wow Bob. I’m diligently resisting the temptation to Re-Tweet and pass along this outstanding article!
    Of particular note: the dangers of silence, and celebrating small victories (something I just happened to write about yesterday). Those two concepts, so oft violated in rough going, can make such a huge difference in the workplace when recognized.
    I also found the “cookie study” to be amazingly enlightening in its simplicity.
    Outstanding information. Thank you for sharing with those of us swift enough to act!

    Reply
  45. Steve Gaines Avatar
    Steve Gaines

    Wow Bob. I’m diligently resisting the temptation to Re-Tweet and pass along this outstanding article!
    Of particular note: the dangers of silence, and celebrating small victories (something I just happened to write about yesterday). Those two concepts, so oft violated in rough going, can make such a huge difference in the workplace when recognized.
    I also found the “cookie study” to be amazingly enlightening in its simplicity.
    Outstanding information. Thank you for sharing with those of us swift enough to act!

    Reply
  46. Steve Gaines Avatar
    Steve Gaines

    Wow Bob. I’m diligently resisting the temptation to Re-Tweet and pass along this outstanding article!
    Of particular note: the dangers of silence, and celebrating small victories (something I just happened to write about yesterday). Those two concepts, so oft violated in rough going, can make such a huge difference in the workplace when recognized.
    I also found the “cookie study” to be amazingly enlightening in its simplicity.
    Outstanding information. Thank you for sharing with those of us swift enough to act!

    Reply
  47. Steve Gaines Avatar
    Steve Gaines

    Wow Bob. I’m diligently resisting the temptation to Re-Tweet and pass along this outstanding article!
    Of particular note: the dangers of silence, and celebrating small victories (something I just happened to write about yesterday). Those two concepts, so oft violated in rough going, can make such a huge difference in the workplace when recognized.
    I also found the “cookie study” to be amazingly enlightening in its simplicity.
    Outstanding information. Thank you for sharing with those of us swift enough to act!

    Reply
  48. Steve Gaines Avatar
    Steve Gaines

    Wow Bob. I’m diligently resisting the temptation to Re-Tweet and pass along this outstanding article!
    Of particular note: the dangers of silence, and celebrating small victories (something I just happened to write about yesterday). Those two concepts, so oft violated in rough going, can make such a huge difference in the workplace when recognized.
    I also found the “cookie study” to be amazingly enlightening in its simplicity.
    Outstanding information. Thank you for sharing with those of us swift enough to act!

    Reply
  49. Steve Gaines Avatar
    Steve Gaines

    Wow Bob. I’m diligently resisting the temptation to Re-Tweet and pass along this outstanding article!
    Of particular note: the dangers of silence, and celebrating small victories (something I just happened to write about yesterday). Those two concepts, so oft violated in rough going, can make such a huge difference in the workplace when recognized.
    I also found the “cookie study” to be amazingly enlightening in its simplicity.
    Outstanding information. Thank you for sharing with those of us swift enough to act!

    Reply
  50. Zack Grossbart Avatar
    Zack Grossbart

    I hated going to the dentist as a young child. Out of compassion, my mother wouldn’t tell me when these trips were planned. She just picked me up from school and drove me to the office. She didn’t want me to worry in advance, but she traded that for me worrying all the time.
    I understand why company managers want to withhold potentially bad news as long as possible. I’ve even been in situations where managers don’t share good news for fear of distracting people from the current project. The truth is that no news is more of a distraction and worry than bad news.
    Thank you for the useful and insightful article.

    Reply
  51. Zack Grossbart Avatar
    Zack Grossbart

    I hated going to the dentist as a young child. Out of compassion, my mother wouldn’t tell me when these trips were planned. She just picked me up from school and drove me to the office. She didn’t want me to worry in advance, but she traded that for me worrying all the time.
    I understand why company managers want to withhold potentially bad news as long as possible. I’ve even been in situations where managers don’t share good news for fear of distracting people from the current project. The truth is that no news is more of a distraction and worry than bad news.
    Thank you for the useful and insightful article.

    Reply
  52. Zack Grossbart Avatar
    Zack Grossbart

    I hated going to the dentist as a young child. Out of compassion, my mother wouldn’t tell me when these trips were planned. She just picked me up from school and drove me to the office. She didn’t want me to worry in advance, but she traded that for me worrying all the time.
    I understand why company managers want to withhold potentially bad news as long as possible. I’ve even been in situations where managers don’t share good news for fear of distracting people from the current project. The truth is that no news is more of a distraction and worry than bad news.
    Thank you for the useful and insightful article.

    Reply
  53. Zack Grossbart Avatar
    Zack Grossbart

    I hated going to the dentist as a young child. Out of compassion, my mother wouldn’t tell me when these trips were planned. She just picked me up from school and drove me to the office. She didn’t want me to worry in advance, but she traded that for me worrying all the time.
    I understand why company managers want to withhold potentially bad news as long as possible. I’ve even been in situations where managers don’t share good news for fear of distracting people from the current project. The truth is that no news is more of a distraction and worry than bad news.
    Thank you for the useful and insightful article.

    Reply
  54. Zack Grossbart Avatar
    Zack Grossbart

    I hated going to the dentist as a young child. Out of compassion, my mother wouldn’t tell me when these trips were planned. She just picked me up from school and drove me to the office. She didn’t want me to worry in advance, but she traded that for me worrying all the time.
    I understand why company managers want to withhold potentially bad news as long as possible. I’ve even been in situations where managers don’t share good news for fear of distracting people from the current project. The truth is that no news is more of a distraction and worry than bad news.
    Thank you for the useful and insightful article.

    Reply
  55. Zack Grossbart Avatar
    Zack Grossbart

    I hated going to the dentist as a young child. Out of compassion, my mother wouldn’t tell me when these trips were planned. She just picked me up from school and drove me to the office. She didn’t want me to worry in advance, but she traded that for me worrying all the time.
    I understand why company managers want to withhold potentially bad news as long as possible. I’ve even been in situations where managers don’t share good news for fear of distracting people from the current project. The truth is that no news is more of a distraction and worry than bad news.
    Thank you for the useful and insightful article.

    Reply
  56. Zack Grossbart Avatar
    Zack Grossbart

    I hated going to the dentist as a young child. Out of compassion, my mother wouldn’t tell me when these trips were planned. She just picked me up from school and drove me to the office. She didn’t want me to worry in advance, but she traded that for me worrying all the time.
    I understand why company managers want to withhold potentially bad news as long as possible. I’ve even been in situations where managers don’t share good news for fear of distracting people from the current project. The truth is that no news is more of a distraction and worry than bad news.
    Thank you for the useful and insightful article.

    Reply
  57. Steve Mullen Avatar
    Steve Mullen

    Thanks Bob! Looking forward to reading it.

    Reply
  58. Steve Mullen Avatar
    Steve Mullen

    Thanks Bob! Looking forward to reading it.

    Reply
  59. Steve Mullen Avatar
    Steve Mullen

    Thanks Bob! Looking forward to reading it.

    Reply
  60. Steve Mullen Avatar
    Steve Mullen

    Thanks Bob! Looking forward to reading it.

    Reply
  61. Steve Mullen Avatar
    Steve Mullen

    Thanks Bob! Looking forward to reading it.

    Reply
  62. Steve Mullen Avatar
    Steve Mullen

    Thanks Bob! Looking forward to reading it.

    Reply
  63. Steve Mullen Avatar
    Steve Mullen

    Thanks Bob! Looking forward to reading it.

    Reply
  64. E. Avatar
    E.

    Awfully nice of you Professor. Thanks!

    Reply
  65. E. Avatar
    E.

    Awfully nice of you Professor. Thanks!

    Reply
  66. E. Avatar
    E.

    Awfully nice of you Professor. Thanks!

    Reply
  67. E. Avatar
    E.

    Awfully nice of you Professor. Thanks!

    Reply
  68. E. Avatar
    E.

    Awfully nice of you Professor. Thanks!

    Reply
  69. E. Avatar
    E.

    Awfully nice of you Professor. Thanks!

    Reply
  70. E. Avatar
    E.

    Awfully nice of you Professor. Thanks!

    Reply
  71. Cameron S. Avatar
    Cameron S.

    Thanks Bob! Good article.
    Cameron S.

    Reply
  72. Cameron S. Avatar
    Cameron S.

    Thanks Bob! Good article.
    Cameron S.

    Reply
  73. Cameron S. Avatar
    Cameron S.

    Thanks Bob! Good article.
    Cameron S.

    Reply
  74. Cameron S. Avatar
    Cameron S.

    Thanks Bob! Good article.
    Cameron S.

    Reply
  75. Cameron S. Avatar
    Cameron S.

    Thanks Bob! Good article.
    Cameron S.

    Reply
  76. Cameron S. Avatar
    Cameron S.

    Thanks Bob! Good article.
    Cameron S.

    Reply
  77. Cameron S. Avatar
    Cameron S.

    Thanks Bob! Good article.
    Cameron S.

    Reply
  78. dblwyo Avatar
    dblwyo

    Bob, muchas gracias mi amigo ! Waited to see if everybody would snap them up too. An excellent, pointed, constructive and compassionate article. HIGHLY recommended.
    However, I do have a major quibble. This is in fact what managers signed up for. When times are good is not when leadership is most required – it is when they are turbulent.
    Prof. Peter Drucker:
    “To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order. But does the job demand genius ? Is it done by intuition or method ? How does the manager do his work ?
    A manager has two specific tasks. The first is creation of a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum of the resources put into it….This task requires the manager to make effective whatever strength there is in his resources – above all in the human resources – and neutralize whatever there is of weakness. This is the only way in which a genuine whole can be created.
    It requires the manager to balance and harmonize major functions of the business enterprise: managing a business; managing worker and work; and managing the enterprise in community and society. A decision or action that satisfies a need in one of these functions by weakening performance in another weakens the whole enterprise. A decision or action must always be sound in all three areas.”
    One of the finest things one of my teams ever said about me is, “you say what you mean and mean what you say”. Sadly, like your two-stepping typical managers I don’t met my own standards but did in that case.
    The point being that it’s time for the executives to earn their pay.

    Reply
  79. dblwyo Avatar
    dblwyo

    Bob, muchas gracias mi amigo ! Waited to see if everybody would snap them up too. An excellent, pointed, constructive and compassionate article. HIGHLY recommended.
    However, I do have a major quibble. This is in fact what managers signed up for. When times are good is not when leadership is most required – it is when they are turbulent.
    Prof. Peter Drucker:
    “To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order. But does the job demand genius ? Is it done by intuition or method ? How does the manager do his work ?
    A manager has two specific tasks. The first is creation of a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum of the resources put into it….This task requires the manager to make effective whatever strength there is in his resources – above all in the human resources – and neutralize whatever there is of weakness. This is the only way in which a genuine whole can be created.
    It requires the manager to balance and harmonize major functions of the business enterprise: managing a business; managing worker and work; and managing the enterprise in community and society. A decision or action that satisfies a need in one of these functions by weakening performance in another weakens the whole enterprise. A decision or action must always be sound in all three areas.”
    One of the finest things one of my teams ever said about me is, “you say what you mean and mean what you say”. Sadly, like your two-stepping typical managers I don’t met my own standards but did in that case.
    The point being that it’s time for the executives to earn their pay.

    Reply
  80. dblwyo Avatar
    dblwyo

    Bob, muchas gracias mi amigo ! Waited to see if everybody would snap them up too. An excellent, pointed, constructive and compassionate article. HIGHLY recommended.
    However, I do have a major quibble. This is in fact what managers signed up for. When times are good is not when leadership is most required – it is when they are turbulent.
    Prof. Peter Drucker:
    “To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order. But does the job demand genius ? Is it done by intuition or method ? How does the manager do his work ?
    A manager has two specific tasks. The first is creation of a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum of the resources put into it….This task requires the manager to make effective whatever strength there is in his resources – above all in the human resources – and neutralize whatever there is of weakness. This is the only way in which a genuine whole can be created.
    It requires the manager to balance and harmonize major functions of the business enterprise: managing a business; managing worker and work; and managing the enterprise in community and society. A decision or action that satisfies a need in one of these functions by weakening performance in another weakens the whole enterprise. A decision or action must always be sound in all three areas.”
    One of the finest things one of my teams ever said about me is, “you say what you mean and mean what you say”. Sadly, like your two-stepping typical managers I don’t met my own standards but did in that case.
    The point being that it’s time for the executives to earn their pay.

    Reply
  81. dblwyo Avatar
    dblwyo

    Bob, muchas gracias mi amigo ! Waited to see if everybody would snap them up too. An excellent, pointed, constructive and compassionate article. HIGHLY recommended.
    However, I do have a major quibble. This is in fact what managers signed up for. When times are good is not when leadership is most required – it is when they are turbulent.
    Prof. Peter Drucker:
    “To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order. But does the job demand genius ? Is it done by intuition or method ? How does the manager do his work ?
    A manager has two specific tasks. The first is creation of a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum of the resources put into it….This task requires the manager to make effective whatever strength there is in his resources – above all in the human resources – and neutralize whatever there is of weakness. This is the only way in which a genuine whole can be created.
    It requires the manager to balance and harmonize major functions of the business enterprise: managing a business; managing worker and work; and managing the enterprise in community and society. A decision or action that satisfies a need in one of these functions by weakening performance in another weakens the whole enterprise. A decision or action must always be sound in all three areas.”
    One of the finest things one of my teams ever said about me is, “you say what you mean and mean what you say”. Sadly, like your two-stepping typical managers I don’t met my own standards but did in that case.
    The point being that it’s time for the executives to earn their pay.

    Reply
  82. dblwyo Avatar
    dblwyo

    Bob, muchas gracias mi amigo ! Waited to see if everybody would snap them up too. An excellent, pointed, constructive and compassionate article. HIGHLY recommended.
    However, I do have a major quibble. This is in fact what managers signed up for. When times are good is not when leadership is most required – it is when they are turbulent.
    Prof. Peter Drucker:
    “To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order. But does the job demand genius ? Is it done by intuition or method ? How does the manager do his work ?
    A manager has two specific tasks. The first is creation of a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum of the resources put into it….This task requires the manager to make effective whatever strength there is in his resources – above all in the human resources – and neutralize whatever there is of weakness. This is the only way in which a genuine whole can be created.
    It requires the manager to balance and harmonize major functions of the business enterprise: managing a business; managing worker and work; and managing the enterprise in community and society. A decision or action that satisfies a need in one of these functions by weakening performance in another weakens the whole enterprise. A decision or action must always be sound in all three areas.”
    One of the finest things one of my teams ever said about me is, “you say what you mean and mean what you say”. Sadly, like your two-stepping typical managers I don’t met my own standards but did in that case.
    The point being that it’s time for the executives to earn their pay.

    Reply
  83. dblwyo Avatar
    dblwyo

    Bob, muchas gracias mi amigo ! Waited to see if everybody would snap them up too. An excellent, pointed, constructive and compassionate article. HIGHLY recommended.
    However, I do have a major quibble. This is in fact what managers signed up for. When times are good is not when leadership is most required – it is when they are turbulent.
    Prof. Peter Drucker:
    “To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order. But does the job demand genius ? Is it done by intuition or method ? How does the manager do his work ?
    A manager has two specific tasks. The first is creation of a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum of the resources put into it….This task requires the manager to make effective whatever strength there is in his resources – above all in the human resources – and neutralize whatever there is of weakness. This is the only way in which a genuine whole can be created.
    It requires the manager to balance and harmonize major functions of the business enterprise: managing a business; managing worker and work; and managing the enterprise in community and society. A decision or action that satisfies a need in one of these functions by weakening performance in another weakens the whole enterprise. A decision or action must always be sound in all three areas.”
    One of the finest things one of my teams ever said about me is, “you say what you mean and mean what you say”. Sadly, like your two-stepping typical managers I don’t met my own standards but did in that case.
    The point being that it’s time for the executives to earn their pay.

    Reply
  84. dblwyo Avatar
    dblwyo

    Bob, muchas gracias mi amigo ! Waited to see if everybody would snap them up too. An excellent, pointed, constructive and compassionate article. HIGHLY recommended.
    However, I do have a major quibble. This is in fact what managers signed up for. When times are good is not when leadership is most required – it is when they are turbulent.
    Prof. Peter Drucker:
    “To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order. But does the job demand genius ? Is it done by intuition or method ? How does the manager do his work ?
    A manager has two specific tasks. The first is creation of a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum of the resources put into it….This task requires the manager to make effective whatever strength there is in his resources – above all in the human resources – and neutralize whatever there is of weakness. This is the only way in which a genuine whole can be created.
    It requires the manager to balance and harmonize major functions of the business enterprise: managing a business; managing worker and work; and managing the enterprise in community and society. A decision or action that satisfies a need in one of these functions by weakening performance in another weakens the whole enterprise. A decision or action must always be sound in all three areas.”
    One of the finest things one of my teams ever said about me is, “you say what you mean and mean what you say”. Sadly, like your two-stepping typical managers I don’t met my own standards but did in that case.
    The point being that it’s time for the executives to earn their pay.

    Reply
  85. Joe Ranft Avatar
    Joe Ranft

    Hi Bob. I’m psyched that I snagged a copy – even though I’m not a boss any more. -Joe

    Reply
  86. Joe Ranft Avatar
    Joe Ranft

    Hi Bob. I’m psyched that I snagged a copy – even though I’m not a boss any more. -Joe

    Reply
  87. Joe Ranft Avatar
    Joe Ranft

    Hi Bob. I’m psyched that I snagged a copy – even though I’m not a boss any more. -Joe

    Reply
  88. Joe Ranft Avatar
    Joe Ranft

    Hi Bob. I’m psyched that I snagged a copy – even though I’m not a boss any more. -Joe

    Reply
  89. Joe Ranft Avatar
    Joe Ranft

    Hi Bob. I’m psyched that I snagged a copy – even though I’m not a boss any more. -Joe

    Reply
  90. Joe Ranft Avatar
    Joe Ranft

    Hi Bob. I’m psyched that I snagged a copy – even though I’m not a boss any more. -Joe

    Reply
  91. Joe Ranft Avatar
    Joe Ranft

    Hi Bob. I’m psyched that I snagged a copy – even though I’m not a boss any more. -Joe

    Reply
  92. Thomas Avatar
    Thomas

    It is good for the military too. Thank you very much for writing this GREAT article!

    Reply
  93. Thomas Avatar
    Thomas

    It is good for the military too. Thank you very much for writing this GREAT article!

    Reply
  94. Thomas Avatar
    Thomas

    It is good for the military too. Thank you very much for writing this GREAT article!

    Reply
  95. Thomas Avatar
    Thomas

    It is good for the military too. Thank you very much for writing this GREAT article!

    Reply
  96. Thomas Avatar
    Thomas

    It is good for the military too. Thank you very much for writing this GREAT article!

    Reply
  97. Thomas Avatar
    Thomas

    It is good for the military too. Thank you very much for writing this GREAT article!

    Reply
  98. Thomas Avatar
    Thomas

    It is good for the military too. Thank you very much for writing this GREAT article!

    Reply
  99. Felipe Schaerer Avatar
    Felipe Schaerer

    Thank you for sharing your work! I was impressed that after a year the link is still working.
    I have to say that the cookie experiment made me laugh, I found it both funny and clever. Great article, definitely a must read!

    Reply
  100. Felipe Schaerer Avatar
    Felipe Schaerer

    Thank you for sharing your work! I was impressed that after a year the link is still working.
    I have to say that the cookie experiment made me laugh, I found it both funny and clever. Great article, definitely a must read!

    Reply
  101. Felipe Schaerer Avatar
    Felipe Schaerer

    Thank you for sharing your work! I was impressed that after a year the link is still working.
    I have to say that the cookie experiment made me laugh, I found it both funny and clever. Great article, definitely a must read!

    Reply
  102. Felipe Schaerer Avatar
    Felipe Schaerer

    Thank you for sharing your work! I was impressed that after a year the link is still working.
    I have to say that the cookie experiment made me laugh, I found it both funny and clever. Great article, definitely a must read!

    Reply
  103. Felipe Schaerer Avatar
    Felipe Schaerer

    Thank you for sharing your work! I was impressed that after a year the link is still working.
    I have to say that the cookie experiment made me laugh, I found it both funny and clever. Great article, definitely a must read!

    Reply
  104. Felipe Schaerer Avatar
    Felipe Schaerer

    Thank you for sharing your work! I was impressed that after a year the link is still working.
    I have to say that the cookie experiment made me laugh, I found it both funny and clever. Great article, definitely a must read!

    Reply
  105. Felipe Schaerer Avatar
    Felipe Schaerer

    Thank you for sharing your work! I was impressed that after a year the link is still working.
    I have to say that the cookie experiment made me laugh, I found it both funny and clever. Great article, definitely a must read!

    Reply
  106. Deepak Pandhi Avatar
    Deepak Pandhi

    Dear Professor Sutton,
    Thanks so much for the article. Have bought today “The No Asshole Role” locally and have ordered my copy of your new work “Good Bosses, Bad Bosses…” from amazon.com through courier. Look forward to reading it.
    Best,
    Deepak
    Gurgaon
    India

    Reply
  107. Deepak Pandhi Avatar
    Deepak Pandhi

    Dear Professor Sutton,
    Thanks so much for the article. Have bought today “The No Asshole Role” locally and have ordered my copy of your new work “Good Bosses, Bad Bosses…” from amazon.com through courier. Look forward to reading it.
    Best,
    Deepak
    Gurgaon
    India

    Reply
  108. Deepak Pandhi Avatar
    Deepak Pandhi

    Dear Professor Sutton,
    Thanks so much for the article. Have bought today “The No Asshole Role” locally and have ordered my copy of your new work “Good Bosses, Bad Bosses…” from amazon.com through courier. Look forward to reading it.
    Best,
    Deepak
    Gurgaon
    India

    Reply
  109. Deepak Pandhi Avatar
    Deepak Pandhi

    Dear Professor Sutton,
    Thanks so much for the article. Have bought today “The No Asshole Role” locally and have ordered my copy of your new work “Good Bosses, Bad Bosses…” from amazon.com through courier. Look forward to reading it.
    Best,
    Deepak
    Gurgaon
    India

    Reply
  110. Deepak Pandhi Avatar
    Deepak Pandhi

    Dear Professor Sutton,
    Thanks so much for the article. Have bought today “The No Asshole Role” locally and have ordered my copy of your new work “Good Bosses, Bad Bosses…” from amazon.com through courier. Look forward to reading it.
    Best,
    Deepak
    Gurgaon
    India

    Reply
  111. Deepak Pandhi Avatar
    Deepak Pandhi

    Dear Professor Sutton,
    Thanks so much for the article. Have bought today “The No Asshole Role” locally and have ordered my copy of your new work “Good Bosses, Bad Bosses…” from amazon.com through courier. Look forward to reading it.
    Best,
    Deepak
    Gurgaon
    India

    Reply
  112. Deepak Pandhi Avatar
    Deepak Pandhi

    Dear Professor Sutton,
    Thanks so much for the article. Have bought today “The No Asshole Role” locally and have ordered my copy of your new work “Good Bosses, Bad Bosses…” from amazon.com through courier. Look forward to reading it.
    Best,
    Deepak
    Gurgaon
    India

    Reply

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