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Robert Sutton

Your post sparked synchronicity in my morning Robert. I was at Scott's blog (Dilbert) when i read something that reminded me of you. I was going to comment in your most recent post but before i did i got the idea to scroll down to view the titles of your last few. To my surprise i spied Dilbert. Barney says 1,2,3..

Scott Adams - "The principles I tried to establish with the staff early on, that seemed to have stuck, include these:

1. Have fun. Loosen up.
2. Try something new. Often. Keep whatever works.
3. No penalty for a new idea failing. Trying is the thing.
4. Employees are more important than customers.
5. Stop asking Scott for approval. Just do it.
6. Managers get to see the financials.
7. Being a jerk to coworkers is grounds for termination.
8. Do whatever seems smart and fair to make customers happy.
9. Watch the competition closely and borrow their best ideas.


It will be great if you could come with 'Ten Signs To Know That You Are Dealing With A Bullshit Artist' and dovetail it with 'No Arsehole Rule'. One of the sureshot sign is he will be an MBA!

Thanks for this wonderful post.



During the course of a recent long chat with a friend and colleague of many years standing, known by me as Charles the Ruthless, for his penchant for starting with the facts, adding hard-nosed logic and then focusing on ruthlessly going after the value in implementation, he gave us the perfect bon mot or pithy aphorism to menomonisize this post:

"there's nothing so dangerous as short-term re-assurance"

That one goes in my Zen of Management collection.

Dan Erwin

Scary, scary story. I wish the experience was unique, but it isn't. I dare not reveal my stories until I retire from consulting.

Dwayne Phillips

I once created a presentation explaining what a supercomputer was and how we were using it. An accountant or some non-technical type person was coming, so I made the presentation with my wife as the target audience. My wife is pretty smart (she did marry me), but not technical. The presentation sufficed for the day. In horror I learned six months later that our office was giving that same presentation to every engineer and engineering manager who visited.

Yes, be careful with clever talk or presentation. You never know who will eventually see it.

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