Author: supermoxie

  • 50Lessons No Asshole Rule Video Fixed

    5OLessons makes high quality videos with leaders of various kinds — business leaders, government, and academics — and sells them online.  Adam Sodowick and his folks from 50Lessons came by Stanford last year and filmed me talking about five different short "lessons" — things like "smart talk trap" from The Knowing-Doing Gap and the virtues of evidence-based management for Hard Facts, Dangerous Half-Truths, and Total Nonsense.  And, of course, I talked about The No Asshole Rule as well. 

    Adam has been kind enough to make this short 4:42 video on the no asshole rule available for free online, even though 50Lessons is in the business of selling these things.  I received several emails over the weekend saying it was broken, but I am pleased to say it is fixed.  This video has apparently been viewed a lot, when you put "no asshole rule" into a Google search, it pops-up second (after the Amazon page) out of nearly 250,000 hits.

    Adam, thanks for fixing it!

  • Penelope Trunk and the ARSE Test

    The Brazen Careerist columnist Penelope Trunk —  who writes for both the Boston Globe and Yahoo! — was kind enough to mention the book and to provide a link to the ARSE test in her recent column on "Finding Work that You Love."   Aaron Mentele at Electric Pulp reports that Penelope’s Yahoo! column is driving a lot of the recent traffic to the ARSE test, which he reports is up to 36,459 unique views and 22,343 completions. So the self-examination continues! 

    Brazen
    P.S. Penelope  has a book coming out in May also called Brazen Careerist.  I just read the advanced copy last week and it is a delightful book, with some edgy advice that made me squirm a bit at times.  I agreed with 90% of it, found myself arguing with the other 10%, and was completely engaged from start to finish. I will write a longer review as publication gets closer.

    P.P.S. Penelope — and I suspect the Maxium Radio Show with Bower where they encouraged me to say "asshole" over and over again, talked a lot about the test — are having an effect. Aaron tells me we are up to 31,430 total completions and 51,350 total unique visits  — this almost 10,000 more in less than 24 hours!

     

  • Poison on the Hewlett-Packard Board: James B. Stewart’€™s New Yorker Story

    Cover_newyorker_190
    The
    current New Yorker has a compelling and disheartening story by James B. Stewart called "The Kona Files" about the nasty conflict and leaks to the press on the
    Hewlett-Packard board of directors that unfolded in 2005 and 2006. This internal mudslinging and mistrust culminated in chairman of the board Patricia Dunn and
    several others being charged with multiple felony counts in the "pretexting" or spying scandal.  It isn’t available
    online, but Stewart story alone is worth the price of the magazine.  I won’t go into the twists and turns, although
    I can say it does present a convincing case that Dunn is getting a raw deal and
    that billionaire Tom
    Perkins
    €“ — who resigned from the board in a rage when he found out that HP
    was spying on board members — acted like an arrogant jerk throughout the
    process. And the whole thing is also sad because  Dunn is not only fighting felony charges, she is fighting  ovarian cancer at the same time.

    The
    thing that struck me most strongly about the article was that — while accounts vary
    and finger pointing is rampant — everyone seems to agree that anger, mistrust,
    and personal animosity raged throughout the board for years. Dunn and Perkins had nasty run-ins about
    everything from how much board attention should be devoted to complying with
    Sarbanes-Oxley requirements to Dunn’s hesitation to say something nice about
    Perkins steamy novel €œSex
    and the Single Zillionaire.
      Ousted
    HP CEO Carly Fiorina, €“ who was interviewed for the story, reported that she
    had breakfast with her replacement, Mark Hurd, in April, 2006 (it was the first
    time the two ever met). Hurd told
    Fiorina that he was "exasperated by tensions within the board" and that there
    were occasions when "board members had almost come to blows."

    I
    don’t fully believe what anyone involved in this mess says, as there is so much
    self-interest, posturing for a forthcoming trial, and so much emotion that it
    is hard to know what actually happened. But the thing that strikes me is this a
    cautionary tale about group dynamics and how bad they can get. The people involved in this drama are all
    extremely smart and accomplished, and most have a history of quite sensible
    behavior. But when conflict, anger, and rampant mistrust started flying, they
    all seemed to turn into stubborn and vindictive idiots.

    There
    is a huge literature on group dynamics that has ideas about how to repair such
    groups. You might start with J. Richard Hackman’€™s Leading
    Teams
    if you want to learn some of this stuff. And therapists can be effective at helping
    dysfunctional groups – indeed, the HP board clearly needed a therapist. The best and most vivid example I know of an
    effective group therapist is in the film about the heavy metal rock group
    Metallica, called €œSome
    Kind of Monster.
    Check it out;
    that rock group’s psychologist might have helped that HP board.

    Now,
    for a short "€œasshole analysis:" What would I suggest to friend who was on that
    board€“ or anyone else in a situation like this where the asshole poisoning is
    so severe? Get out as fast as you can and get as far away from those people as you
    can: Only bad things will happen to you if you stick around.
    It will probably make you physically sick and
    almost certainly turn you into an asshole like the rest of them.  Sometimes it might be worth it to you, or your organization, to battle it out, but as I read this story, I mostly saw people trapped in a vicious circle that just got nastier and nastier — and stopping such cycles is mighty hard and, even when accomplished, nearly always damages everyone involved in some manner.

  • Asshole Management in the Wine Industry

    The San Francisco Chronicle story today on Crusade Against the Jerk at Work has provoked a delightful — and sometimes troubling — deluge of emails from a lot of people who have been victimized by assholes and a few who plead guilty to being assholes. One of my favorites came from a wine importer who explained how they deal with demeaning customers:

    "In my business, we have a rule that says that a customer can either be an arsehole (I’m English originally) or a late pay, but not both. We have reduced stress considerably by excluding some customers on this basis."

    The book talks about how one of  cost of being a jerk is that customers start charging "asshole taxes" that the bully or brute may not even realize are happening. This is a great example.

  • Thru The Looking Glass: A Great Anti-Bullying Blog

    The No Asshole Rule focuses on workplace bullies, but of course, this is a problem that pervades many other corners of life: schools, churches, families, people who are in institutions like nursing homes and elder care facilities, and on and on. I just got a note about Thru the Looking Glass, an award winning blog about the problem of bullying, which appears aimed at helping victims cope with such problems, and to stamp out the problem in general.  It contains links to a lot of useful resources and has numerous compelling posts.  Plus the reason that this blog was started really got my attention:

    "I began to research bullying on the Internet to understand why a frail
    senior recovering from a serious illness had become the target of
    bullying. When those nearest and dearest attempted to defend her and
    ask for the abuse to stop, the abuser worked her venom on them. Thus
    began our research into why and how this could happen to one so
    vulnerable. Our research was enlightening and we want to share that
    with you."

    Alas, there also appears to be a workplace angle, as elder abuse is often committed by employees of the institutions that are supposed to care for them.   And I do believe that part of the solution is to build organizations that screen out bullies, train people how to deal with difficult people and challenging clients without bullying them, and punish and expel chronic offenders. So there does seem to be an intersection here with the ideas in The No Asshole Rule, albeit one I confess I have barely thought about.

  • San Francisco Chronicle

    Yahoo_speech
    Our leading local paper, the San Francisco Chronicle, has a front page story today "Crusade Against the Jerk at Work." In the print version, it sort of looks like Hillary Clinton is standing
    on my head. And the picture here — which is in the newspaper and
    online — is from a talk that I gave at Yahoo! earlier in the week. Jessica Guynn, the Chronicle staff writer who did the piece was great to work with, not only because she is smart and fun, but because she cared so much about getting the facts right. In an age where many writers don’t seem very careful, Jessica  was delightfully detail oriented. Lars from SuccessFactors and Diego Rodriguez from IDEO play prominent parts in the story, I am happy to report.

    P.S. My mother is especially happy about the story as our family has subscribed to the Chronicle since the early 1960s when we moved from Chicago to the San Francisco Bay area.

  • Forbes.Com Story on “Are You An A$&*@^?”

    Forbes.com has a nice, and slightly censored, story by Tara Weiss on The No Asshole Rule in question and answer formant, called "Are you an A$&*@?." Tara was quite fun to talk to, and was especially struck by the research on the nastiness that happens in hospitals, as her boyfriend is a  doctor (a resident as I recall).

    The interview also contains a cool new story about coping with assholes that I heard from a former CEO a few weeks ago:

    Often we’re trapped with them. Find little ways to avoid them. I
    interviewed the CEO of a tech company who had an a——- board member
    who screamed at her whenever they spoke. She never had a face-to-face
    meeting with him. Instead, when they spoke on the phone, she put the
    phone on mute and did her nails. She would unmute the phone every three
    to four minutes to see if he was still yelling. She was trapped with
    the board member, especially since they had the ability to fire her
    .

    It amazed me to hear this in the halls of the Stanford Engineering School.  Even for a CEO, you can see the host of effective coping strategies that people use to ride out a rough time with an asshole — the use of technology to make the interaction "lower resolution" (she told me tried to avoid face to face interactions so she didn’t have to  see his nasty expressions and veins popping out),  finding small ways to gain control over the  source of  stress (hitting the mute button to stop it), and when you are trapped with an asshole — whether you work serving coffee at Starbucks or are a CEO — finding ways to distance yourself emotionally from the asshole in question (I love the mental image of her calmly doing her nails, and occasionally undoing the mute button to see if his tiriade had subsided.). Great social psychology. And as I always like to say, it is better to avoid assholes if you can, to get out, but when you are stuck with them, there are sometimes ways to limit the damage, as this clever former-CEO shows us.

    Also, Forbes has re-reprinted an online version of the Asshole Self-Test, which is done well. I confess, however, to be partial to the original ARSE test because we’ve had over 13,000 people complete it and it is fun to keep track of the numbers. But Forbes did a nice job.

  • Great New Stuff on iinnovate

    Recent Stanford grad Min Liu — who I wrote about a few weeks ago when she talked about her d.school experiences, especially the Wal-Mart project — has joined with folks including d.school veterans Julio Vasconcellos and Matt Wyndowe to develop iinnovate, " a podcast about innovation and entrepreneurship."  They have some great interviews posted. The latest is with Ed Catmull, Co-Founder and President of Pixar Animation.  And there is lots of other great stuff, including interviews with former HP EVP Debra Dunn (and now Associate Consulting Professor at the d.school), marketing guru Geoffrey Moore, and a pile of other interesting folks. I especially like to see this site develop because it is an example of cooperation between an engineering student (Min just graduated and is now at Google) and Stanford MBAs —  that is how a lot of great things have been started in Silicon Valley, including Sun Microsystems and Intuit. Check it out and download some good interviews.

  • “Nothing Strengthens Authority as Much as Silence”

    This Leonardo da Vinci quote came in a comment in the discussion around New Research on Bad Apples is generally wonderful — thanks so much to Kent, Rob, Lilly, Frank, Peter, Wally, and Randy. I especially wanted to thank the person who sent this quote, as it gets at one of the main reasons that the the pro-asshole rather than the no asshole rule flourishes: people pretend that they don’t see or become blind to the abuse that is happening right in front of them.   This quote appears at the top of the enlightening — and frightening — blog contributes on Bullying of Academics in Higher Education — unfortunately, as this blog shows so convincingly, academia can be a nasty place. I would add it isn’t always that way, and in fact, I’ve been a member of a group at Stanford that used the no asshole rule and I know of one very successful lab director who actively enforced the "no jerk rule" in the Stanford Engineering School — but as in any organization, things can turn ugly in academia.

  • Why Specialists are Grumpy and Generalists are Happy

    I’ve written before about Karl Weick, a psychologist from The University of Michigan. Karl is one of our most imaginative theorists, and also a gracious person who cares deeply about ideas. I’ve written about his argument that the right attitude for learning and creativity is to "argue as if you are right and listen as if you are wrong," which strikes me as the right path for developing strong opinions, weakly held, as they advocate at the Institute for the Future.

    Karl_weick
    The reactions that I got to Weick’s ideas about arguing and listening reminded me of an exercise that I use in a doctoral class that I teach every few years on "The Craft of Organizational Research." One theme is to help students identify the writings they love most, who their heroes are, who they want to be like when they grow-up — so they can build a career that will enable them to do good work and to enjoy doing it.   As I say to them, my hero is Karl Weick. I pick an excerpt from his 1989 Academy of Management Review article called "Theory Building as Disciplined Imagination" as it weaves together Karl’s keen observational powers, knowledge of empirical research, and his uncanny knack for blending diverse ideas in ways that surprise and delight his readers. 

    First, let me set the stage for his quote. Weick was writing about the notion that good theorists should like new evidence that disconfirms their ideas, as it speeds the process of building interesting theory. But then he goes on to say that this doesn’t always happen because, once a theorist has a strong investment in a theory  and has well-organized defenses and ideas about that theory, and is planning to spread the theory, new ideas (especially disconfirming evidence) will likely be experienced as upsetting to him or her — even if they improve the theory — because such interruptions throw a monkey wrench in current plans, causing the person to go through new cognitive effort and threatening to destroy something that he or she has worked hard to build and defend — and  I would add to often lash and destroy the offending ideas and evidence (and perhaps the person who has them).  Then he adds this statement about generalists and specialists:

    Generalists, people with moderately strong attachments to many ideas, should be hard to interrupt, and once interrupted, should have weaker, shorter negative negative reactions since they have alternative paths to realize their plans. Specialists, people with stronger attachments to fewer ideas, should be easier to interrupt, and once interrupted, should have stronger,more sustained negative reactions because they have fewer alternative pathways to realize their plans. Generalists should be the the upbeat, positive people in the profession while specialists should be their grouchy, negative counterparts (page 526).

    I don’t know about the people that you work with,  but in my field — although I won’t name any names — this theory works pretty well.  The people who have devoted their lives to developing just one idea or a few seem most grumpy to me. And it makes sense.  If you believe in just one idea very strongly, new information either supports it (that is not an interruption, just more signs you are right, so you can hum along), challenges it (so you have to change the one thing you know and love or attack the idea), or it is an irrelevant distraction from the one little would that really matters to you (your one true pet theory, that you have devoted so much effort to building).  This logic not only applies to academics, I’ve heard my wife argue that the grumpiest lawyers are those who are so specialized that "they know almost everything about something that is so narrow and obtuse that it seems like almost nothing,"  these ultra-specialists often have no interest in other law, client’s related business problems,  or what other lawyers do.  And, like ultra-specialists in other fields, they believe that others are really too naive and stupid to understand their precious, well-developed, but very specialized ideas.

    I wonder, does Weick’s observation ring true for other occupations?  Note this is an untested hypothesis as far as I know, but it sure is interesting.