Robert I. Sutton Quotes & Sayings
Enjoy the top 20 famous quotes, sayings and quotations by Robert I. Sutton.
Famous Quotes By Robert I. Sutton
A series of controlled experiments and field studies in organizations shows that when teams engage in conflict over ideas in an atmosphere of mutual respect, they develop better ideas and perform better . — Robert I. Sutton
Renowned management guru Peter F.Drucker looked back at his 65-year consulting career shortly before he died. He concluded that great leaders could either be 'charismatic or dull' or 'visionary or numbers-orientated,' but the most inspiring and effective managers he knew all had said we rather than I. — Robert I. Sutton
organizations that spread and sustain excellence are infused with a "relentless restlessness" - that often uncomfortable urge for constant innovation, driven by the nagging feeling that things are never quite good enough. — Robert I. Sutton
Vu ja de means seeing old things that are inside and outside the company in new ways. — Robert I. Sutton
Jeffrey Pfeffer and I found that many ineffective companies suffer from this disease, which we call the "smart talk trap."17 This a syndrome where companies hire, reward, and promote people for sounding smart rather than making sure that smart things are done. In such organizations, talking somehow becomes an acceptable - even a preferred - substitute for actually doing anything. Inaction is bad for any company. But it is especially devastating when innovation is the goal, because so many ideas need to be tried to find a few that might work. — Robert I. Sutton
The best single question for testing an organization's character is: What happens when people make mistakes? — Robert I. Sutton
Writings by philosophers and psychologists on the differences between intelligence and wisdom might also encourage you to become a better listener. Intelligent people say lots of smart things and produce the right answers to questions more often than less intelligent people, but they are not necessarily good listeners. In contrast, wise people are better listeners and are better at formulating questions than people who aren't so wise.6 So, if you and your firm want to get smarter, the wise thing to do is to shut up, listen, and learn to ask smart questions - not to keep showing off how much you know and how fast you can think. — Robert I. Sutton
If you want a creative organization, inaction is the worst kind of failure. — Robert I. Sutton
smart talk trap."17 This a syndrome where companies hire, reward, and promote people for sounding smart rather than making sure that smart things are done. — Robert I. Sutton
is the opportunity to begin again more intelligently. — Robert I. Sutton
If you are a boss, ask yourself: When you look back at how you've treated followers, peers, and superiors, in their eyes, will you have earned the right to be proud of yourself? Or will they believe that you ought to be ashamed of yourself and embarrassed by how you have trampled on others' dignity day after day? — Robert I. Sutton
Organizations that learn from their failures forgive and remember, they don't forgive and forget. — Robert I. Sutton
And the most talented people in every occupation have huge advantages over their ordinary peers. Dean Keith Simonton, who studies greatness and genius, finds that whether it comes to songwriters, composers, scientists, programmers, or filmmakers, the top 10 percent generate as much or more output than the other 90 percent. — Robert I. Sutton
When your boss listens to you carefully, reaches out to help you, and learns from you, it enhances your dignity and pride. Doing so also helps your boss gain empathy for you, to better understand how it feels to be you and what you need to succeed in your job and life. — Robert I. Sutton
Be wary when people tell you that they don't produce a lot, but when they do, it will be "brilliant." Remember that innovation is largely a function of productivity. — Robert I. Sutton
Creativity isn't about wild talent as much as it's about productivity. To find new ideas that work, you need to try a lot that don't. It's a pure numbers game. — Robert I. Sutton
I use job interviews for two things. First, to recruit people. Second, to get some help with my work. I give job candidates problems I can't — Robert I. Sutton
all great technologies are blends of other technologies. — Robert I. Sutton
If you can't bring yourself to encourage employees to lie down on the job, at least give them plenty of breaks. The ordinary fatigue most of us feel during the workday makes us grouchier - and dumber - as the hours go by. — Robert I. Sutton