Sutton Suggestions

Stanford 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 Control

The 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.

The first of these steps is the “belief follows behavior” concept, or, as Sutton calls it, “faking it until you make it”. (Sutton, 51) This concept calls for bosses to act like they are in control, even when they are not, as acting confident will help cultivate confidence in them and, since confidence is contagious, in their followers. This show of confidence can inspire bosses and others to perform as well as possible. It acts as a resource to help increase a boss’s chance of success, as well as their image.

Another tactic to that contributes to this ‘in-control’ image is decisiveness. Definitive answers are another form of self-fulfilling prophecy in this chapter, as these decisions make it easier for people to know what they need to do. Ambiguous answers lead to decreased productivity, and, since bosses tend to receive all of the blame, this reflects badly on the boss in terms of efficiency and control. (Sutton, 56)

A big strategy that contributes to a boss’s image of control is maintaining an effective role in the credit game. As previously mentioned, the boss tends to receive more credit than actually due. The best thing a boss can do is to give people the credit they deserve, and more, if possible. Not only does this help bosses hone perceived and objective control, but it also helps them find a balance between people’s humanity and performance. (Sutton, 59)

A final step the best boss can take is to accept blame when it is due. If a boss does not accept appropriately placed blame, it raises the question, “If you didn’t have the power to break