Really helped me deal with a flaming idiot - this book is now permanently on display in my office!

Nutshell review - The author explains how this book started as an article and truly the basic concept really doesn't require an entire book. Far too much case-study page-filler. The title is an attention grabber but the content is enough for an article.

Bob Sutton has done the world a favor in calling out what people deal with daily in organizations. He did a superb job illustrating the destructive nature of these jerks in the workplace and substantiating it with solid facts. I have almost 30 years in the organization development and training profession and my single greatest source of consternation is having to listen to employees who report to an A hole. In fact, the only edit I would make to that word is to add 'gaping' in front of it! I suggested in an email to Dr. Sutton that he put a mirror on every page of the next book on this subject (if there is one) so the A hole reading it doesn't think he's talking about someone else. Don't forget about the ARSE on his site. The only other suggestion I made to Dr. Sutton is to contact Dave Marcum and Steve Smith and sell The No A Hole Rule and Egonomics as a boxed set! Great job on both books by these authors. It's about time someone in our profession raised the stakes and called it out.

I wanted to buy a copy of this book for our CEO after I read it. Our rumor mill states that 80% of the CEO's time is spent on problems caused by 20% of the staff with "behavioral" issues. No wonder. He either ignores it or gives the individual in question a gentle, diplomatic "talkin' to". There is a lot of lip service given to civility at the workplace, but there is no significant retribution for poor behavior. Good talent votes with their feet and takes their skills somewhere else. Anger management doesn't work, but this book will tell you what does work. Anti-bullying legislation is slowly winding its way through the states, such that corporations won't be able to ignore abused workers too much longer. This book addresses the business owners, senior management and harassed workers as to what to do about mean folks in the workplace. It is replete with scientific articles to prove what works--and what doesn't work to address bullying in the workplace. This is a definite resource book to have on hand in your own personal and professional library. And if you're a CEO, expect this book to land on your desk at least once this coming Christmas, right along with Laura Crawshaw's "Taming the Abrasive Manager".

I generally find business books insufferable, so I was pleasantly surprised by this one. Sutton discusses the problems of workplace "jerks." These are often high-performance employees, but he argues that they are not worth having around because of the harm they inflict on those around them. His diagnosis strikes me as exactly correct, based on my own experiences working with this type of people.

Sutton estimates that these jerks make up 15-20% of the workforce, so they're hard to avoid. In fact, I'm afraid to say that one out of every five of you reading this review fall into the category. His strategies for dealing with them are straightforward: don't hire them, get rid of them if you can, and ostracize them if you can't get rid of them so that coworkers see that the behavior is unacceptable. Sutton also recognizes that otherwise-nice people sometimes act like jerks, and he provides advice on how to catch and fix your own misbehavior.

Like most business books, this one is written at about the eighth-grade reading level and it has large print on small pages with wide margins. That's a complaint for the publisher not the author, though. Sutton has done a good job diagnosing a large, troublesome set of employees and behavior and giving us practical solutions for dealing with them. If you're suffering from one, you'll find this book very helpful.

I purchased this book as a growing number of firms I have interviewed and interned at have this as a required item for employee training. They employ its use both as a filter at the hiring end as well as internally as part of the performance review.

They have been some of the most remarkable places to work ever. High productivity, rapid turn around, numerous unscheduled episodes of team building, and some of the most rapid bug fix repair cycles I have ever seen, along with team support outside the workplace, have been great. I highly reccomend this text

Places I have worked that do not do this tend to have reality problems and consequently endure turnover in the workplace plus bad morale. In light of this text, I can see why.

Purchased it as a gift for my husband for Christmas (at his request) and ordered an extra to give to a friend. Received them in a timely manner and well packaged. Book is very informative and helpful to those who are dealing with a difficult boss or workplace stress.

I had heard a lot about this book - the stellar sales, the numerous awards (here on Amazon, Quill), the intriguiing begining (the daring HBR article)- but I was still skeptical. Would it be a rant and corny or would it be grounded and informative? I have to say that the book really pleased me, and even gave pause to my somewhat cynical view of management books.
Sutton is able to leverage well respected academic research to support and clarify his vivid, fun, and instructive arguments surrounding a** in the workplace. I was able to understand the phenomenon at multiple levels, how it plays out in organizations, between colleagues, and my role as an individual. The suggestions are real, and I found that even when they concern my culpability, oddly encouraging. I now can see the reason for the excitement the book has generated.

I attended HBS, and was similarly disappointed in the organizational behavior curriculum and faculty there, particularly in hindsight as I came to understand how much could have been accomplished in those courses.

Very important topic, but opinionated, milk-toasty treatment. Jargon and methodologies instead of a more straightforward analysis of facts and issues.

Too bad. I was interested. I will be waiting for a better one.

This review is based on the audio book version.
The author is an organizational psychologist at Stanford who, as he repeatedly points out, first published the ideas in this book as an article in the Harvard Business Review. Once the novelty of the admittedly catchy title (quickly) wore off, it seemed to me that the ideas contained here could have been concisely and adequately presented as an article in a lifestyle magazine. The rest seems like filler, and self-contradictory at that. First we are told how toxic and irredeemable "a*holes" are. Then it is revealed that we are all, occasionally, "temporary a*holes". The final chapter, with no apparent irony, even explores "The Value of A*holes"! If we are all variously afflicted with a trait that may have some adaptive value, what is the point of the title's "rule"? To provide more filler, I suppose, we are treated at the end to an obsequious "interview" where someone who sounds like a grad student desperate for credits lobs scripted questions about the professor's academic and consultant work.
The author seems to divide the world into either a*holes or "spineless wimps". There is no discussion of how to achieve the happy medium of assertive yet non-aggressive communication. His advice? Avoid (or fire) a*holes. Except maybe a few, if they already happen to be successful CEOs. Hmmm... if you are looking for thoughtful, constructive suggestions to improve workplace communication, look elsewhere. As mildly entertaining or cathartic as it may be, this book's divisive, name-calling approach won't solve anything.

This book is everything it promises to be and then some. With humor and some well researched results mixed together, the author tells a compelling tale about ---holes in the workplace, the damage they do, the way they affect us and what we can and should do about them.

The humor is sometimes subtle, sometimes direct, but it is always spot on and never goes too far. This book made me laugh time and again, while still covering a serious topic and imparting useful information for people like me that are cast out amongst a sea of less than desirable co-workers, superiors and others in our lives.

For the price you really can't beat this book, and I encourage everyone to give it a look. It's a short read but it's packed with tons of useful information and has some humor sprinkled in as well. You can't go wrong with this book.

I bought this book a few months back and simply had a hard time getting around to reading it. Then I read the book in one sitting on a flight across country. Really, in my line of work it is difficult to carry around a book with a title like this. However, the subject itself is really very timely. With Character Education becoming the rage for the schools throughout the US, you would think that Character of some sort would be taught in the work place and that standards would be much higher.

Sutton starts the book with his own tale of woe in dealing with a co-worker, in the University he works in no less, that made him feel very badly when he got kudos for his work. You find in this book that even in the world of education as in many work places, there are bullies and people who make you feel bad. This book is simply one of the best of it kind and it shows a way for us to get to having saner work places. It points the way that there should be rules and standards within the workplace that do not tolerate behavior that hurts and threatens others.

This book is a definate for any business library.

Lot of truths mentioned in the book... Wish there were more, especially when it comes to government entities... Just have to be diligent about "practicing" the tips and tricks provided.

This is a great book that has a good level of scholarly support but written in an easy-to-read style that should appeal to most audiences.

I urge everyone to read this book, whether they're in an office environment, or just dealing with day-to-day situations. I've bought three copies so far to give to co-workers and family, and I may need more!
The minute you open the book, you will SO recognize what is described!

In our professional lives, as well as our personal lives we've all encountered someone who has repeatedly treated us and others very badly. To the point, dare I say, of the desire to commit extreme retaliation against our better judgment and customary personality. This is the point at which we realize we've just met a real A-hole! And where the book, The No [...] Rule, comes in.

I came across this book while I was seething over thoughts from a recent encounter with said A-hole. As I feverishly knocked the keys of my keyboard to type keywords like: diplomacy, difficult people, work place politics and other such words that could not appropriately address my current situation, I saw it...like a present day Rosetta Stone, but for A-holes.

I quickly downloaded the audio book version and began to listen intently. It was precisely what I needed to hear. I highly recommend this book to anyone who deals with workplace A-holes, especially those that demean colleagues and subordinates alike. As well as those sneaky jerks that feign being real decent human beings in public, but slyly spew their "A-hole poisoning," as Dr. Robert Sutton so eloquently describes in his book.

This book helps not only understand the category of A-hole you're dealing with, their tactics, and those they affect, but also provides insight into organizations which don't tolerate the behavior and are better off for it, as well as ways to combat them.

Dr. Sutton provides great examples we can all relate to. His language and tone are both scholarly yet conversational. I highly recommend this book as well as his website www.bobsutton.com, for further information and insight, especially to business students, professionals and people who've been affected by A-holes.

Fight the good fight people; help put an end to workplace A-hole activity!

I commend Bob Sutton for publishing this book. It is apparent many jobs expect you to tolerate a coworker or superior whose behavior is off the chart yet protected and sometimes endorsed by management. The cost to a business is high and Bob did a great job of quantifying it. I highly recommend this book if you work in a toxic environment. Bob outlines some great strategies for succeeding in such an environment and discusses how to create policies to prevent one person's inflated ego from sinking the ship.

Seemed a bit fluffy. I like the idea, but it seemed like there were lots of statistics and hand-waving and not enough how-to.

A** are all over the place and sometimes within us too. But, this is a book which sheds light on the inveterate A** who pollute the work environment with their plain meanness and selfish attitude, among other things. And this is not just one of the many management babble books. It's grounded in reality, practical, looks at the issue from various perspectives, provides useful and applicable suggestions.

Recommended for anyone who had to deal with jerks and A** in the workplace at any point of time and are at their wit's end to figure a way out to deal with it. And as the author mentions, if you are truly tired of living in jerk city - if you don't want to feel like walking down assh* avenue everyday, this book will be a fun and useful read.

As a female consultant who's worked in the corporate world for 25 years this author is right on the money. I've always felt that fair treatment in the workforce is just as important as salary.

I've probably worked at over 100 companies. The @#$holes seem to permeate our workforce in abundance. What bothers me is how corporate managers bury their head under the sand like an ostrich and ignore the problem.

When the ***hole is a division chief, CFO or some other higher level position, HR as a whole tends to minimize his/her bullying behavior. It's easier for them to let a lower paid worker go, than to call these bullies on their behavior.

I personally won't stand for it. I always make sure I have plenty of money saved in my bank account in case I'm working with a bully that no one wants to deal with.

9 years ago I worked with a bully who chased off 5 secretaries. I finally quit as I almost had a breakdown. He's still there. I cannot fathom why. This company has paid out numerous dollars in lawsuits over stress claims. I had to leave a good job with great benefits, he's still there being coddled. It makes me ill.

Companies must come to the conclusion that these bullies need to be fired, period. If they cannot control their tempers or their behavior they need to go and take some anger management classes. Bullying is controlled behavior. The bullies tend to pick on those they feel are a little more timid or "need" their job.

I personally think these bullies and Corporate ***holes act like punks who literally need their butt kicked sometimes.

There are some great websites on bullying. Women on women seem to be the worst bullying issue. Women who bully others are usually jealous of the other woman's popularity with the other co-workers, her intelligence or her looks. Women can be so mean in the workforce, they really can, while men can be really violate as well.

Until corporate America sees this as a serious issue, just as serious as sexual harrassment and racial bias, it will continue. These ***holes get away with because their allowed to.

Life is too short and too precious to slave away at a job where you're mistreated.

Robert Sutton's The No A Hole Rule is a "must have" for everyone who
encounters people on a daily basis. The A holes are all around us, and they
are not giving up their grip on society anytime soon.

Sutton has written the definitive guide for recognizing and dealing with their covert (and overt) ways. He describes who they are (they may not even know), tells of their nasty deeds (which you may not even realize), and how to best respond to these toxic people.

You will, no doubt, read about people you know in The No A hole Rule, You may even read about yourself.

But never fear, not only does Sutton describe how to best handle A holes, he gives perhaps even more valuable advice, on how not to become one. We often can get so caught up in defending ourselves from A-holes, that we don't even realize that we have become that which we despise (You can take the self-test: Are You a Certified A Hole?).

If, upon taking the quiz, you do find out that you are, indeed an A hole, he has some advice. Admitting you're an A hole is the first step.

He talks about companies who have put in place a "No A hole Rule" due to
lost productivity. This is a very wise policy, considering the damage A hole poisoning can cause. He calls this the TCA (Total Cost of A holes). He gives real-life examples and success stories that we can find inspiration and encouragement from.

This is a fantastically witty and educational book, which is bound to bring a newfound awareness to the biggest problem hindering our productivity. A holes.

The premise of the book is great. Everyone will identify with a good proportion of the anecdotes and situations although many of them come with a head-shake; you wouldn't believe the things basically successful people will do and apparently can get away with. And probably everybody needs a certain proportion of a**h** behavior in them if they are going to get anything accomplished.

Much of the book deals with identifying a** behavior. Of course, this is the easy part for most of us (as applied to others, of course). The fine line is identifying the point where being a tough, results-oriented boss (or henchman) degenerate into being just an ordinary a**h**.

The latter half of the book does address how to DEAL with an inappropriate workplace, but the bulk of it is really done from the senior executive level (maybe the manager of a group that is physically separate enough that it can have its own personality). There really is not much in here for how YOU can cope with a peer group, for instance, that has discovered that acting like an a** is a highly effective tactic. Or maybe the organization just rewards people that behave like that, so that is who floats to the top. If you are even lower in the hierarchy, there really isn't much here for you either, other than the expected advice as to whether the extra paycheck that must be keeping you in such an organization is really worth the psychic damage.

But, if you are an executive in an organization that appears to reject team play and maybe even doesn't seem to respond to your own leadership initiatives, it may be that you have created or inherited a bias toward a** behavior. In that case, the book provides some interesting food for thought about things you can do to turn things around. Beware, of course, that the a** who are de facto running things will not hesitate to try and keep things just the way they like it, and you may find yourself under the bus rather than driving it.

As a person who was diagnosed with PTSD after three years of near-constant harassment, I found this book very heartening. It is filled with common sense and offers a clear-eyed look at just how many damaging ripple effects, both inside and outside a company, emanate from workplace bullies.

My former manager quickly burned through one scapegoat after another until I came along; I lasted as long as I did because I had low self-esteem, desperately needed the money, and because working 60-70 hour weeks gave me little time or energy to find something else. Since leaving, I have reflected on how much my manager actually cost the company; Bob vividly illustrates the damage a bully can inflict to an employer as well as to co-workers and customers. By the time I quit my job, I knew my department's products, procedures, and tools thoroughly, had streamlined many processes, was highly regarded by other employees and by customers, and had proven time and again to be a smart, productive, conscientious, reliable employee. It cost a bundle to replace me--and my replacement lasted less than a year. Obviously, the higher-ups weren't paying attention.

To those who characterize me and other targets of bullying as "whiners," I will say that when a company refuses to divest itself of people who are costing it and its shareholders money, who are driving its best talent away, and who are ultimately damaging its reputation, maybe it's time to start listening to the "whiners" after all. At my old company, morale was in the toilet--so much so that the company finally comissioned an anonymous "employee satisfaction" survey to find out why turnover and absenteeism due to illness were so high. When the results came in, I overheard a discussion between two managers. "I think," said one, "that we have a bunch of crybabies here." "You got that right," said the other.

When managers have an attitude like that, what do they expect? You reap what you sow. Listen to Bob--he knows what he's talking about!

With the growth in numbers of legal claims being brought for either bullying or bad treatment at the hands of superiors, the book catches in a timely manner the mood of the issue of declining mutual respect in the workplace.

Written by a co-author of "The knowing-doing gap" one of the best books on knowledge sharing, Sutton brings his same practical no nonsense approach to this subject. Given he accidentally hit a deep vein of feeling in surfacing the topic in a Harvard Business Review article, he has he admits been helped by the vast unsolicited contributions made to his website on the subject. As a result the book has many good examples of how it can go wrong (including the author's own) plus analysis of the costs both financial and indirect with demotivation and staff leavers resulting.

Where the book fails for me is in the range of workable practicable solutions and strategies which is why I give it 4 stars. The key ones seem to be getting the tone from the top right and more importantly enforced daily which is inevitably dependent on the bosses "getting it", or if you at a lower level and on the receiving end, either get up and go to a new employer or learn to switch off and disconnect when experiencing such behaviour or form a group of similarly abused employees to support each other.

The initial concept is well thought out and communicated. But then, the book begins to fall flat. Very little substantive information, other than continued repetition of the main theme. By the last chapter I was skimming for content and finally closed the book thinking, is that all there is? I think this was a great article that should have stayed just that--this book is not ready for prime time.

Bob Sutton's veryy readable and well-researched book, "The No A-hole Rule," comes right to the point: we know who these people are, we work with them every day, many of them are our bosses, let's call them by the name we all know: A-holes.

These are the folks, mostly managers but they can be your co-workers, who demean and damage those with less power. These are the employees who ingratiate themselves upward, and kick anyone below who seems "irrelevant." They are forceful, nasty, obnoxious and often underhanded, spreading their poison in subtle or obvious ways. However they do it, they leave a trail of oppressed, humiliated and de-energized subordinates. They aren't worth the trouble, Sutton argues.


Sutton's argument is laid out in no-nonsense terms: a-holes cost money, demoralize staff and turn off customers. Research shows, Sutton writes, that companies cannot afford even top performers (for example, top dollar-generating salespeople) who are a-holes because the actual cost (TCA = Total Cost of A-holes) must be viewed in terms of what it costs the company in turnover, lost sales and lost productivity in the remaining staff who are forced to spend a lot of time avoiding or protecting themselves from a-holes.

Sutton's advice: Get rid of them. Failing that, at least don't let them on search committees because they breed like rabbits.

Although this book is gaining traction through its appealing message and highly contagious name, Sutton, a Stanford professor of management science and engineering, has not written a book that should be considered "trendy," even though its time has surely come. This is sound, real-life advice, based on research, that I believe will stand the test of time.

If you're thinking of hiring an a-hole, if you work with or under an a-hole or two or three (a "den of a-holes," as Sutton so aptly describes such workplaces), if you think you might be an a-hole, this book is for you. It's filled with advice for everyone, including who not to hire in an a-hole's place (wimps and polite clones need not apply).

I'm so glad Sutton had the courage to write this book. It needed to be said, and said in a way that people can understand. I have applied its concepts and am trying to spread his message at the company where I work, which was once ruled by a major a-hole, who hired and promoted a bunch of clones. That president is now gone, but his "residue" lingers. The new president is far more enlightened, and there is hope that he might establish the No A-hole Rule here.

Another book very worth reading that has a similar message is The SPEED of Trust: The One Thing that Changes Everything by Stephen M.R. Covey. Covey also argues, in no uncertain terms, that bad people should not be in management, and that you will lose money and time if you don't create an atmosphere of trust.

The book is great, but what is even better is just having it sitting on your desk at work to see different people's reactions to the title alone!
It has sparked some productive conversations at my workplace.

As a first level manager at an aerospace company, I found this book to be very helpful in giving me some tools to work with, and some advice to guide me at work.

I currently have a new boss that is quickly going from temporary jerk to a certified jerk, and this book gives excellent tips on how to deal with that circumstance. Not that I couldnt handle the situation, but this provides many enhancements for my situation.

I will definitely be using this book at work and in my personal life.

Bob

As an administrator at a school, there are continuous interactions that greatly reduce efficiency: Generally 10% of employees focus on creating trouble through slow, repeated, and private intimidation. This greatly reduces work ability and morale.

This book allows insight on flushing out intimidation, allowing employees to take constructive risks, and transferring intimidation from the -ssh-l- to empowering employees who prefer to be constructive rather than destructive.

This is a must read for any field of administration or those who are the focus of the -ssh-l-.

Whether they are called jerks, bullies or a**holes, every organization has people who seem designed precisely to increase the misery of others. Though some of these folks are enormously talented in their own way, their personalities are so defective that whatever positives they bring are drowned out by a vast sea of negatives. Whether an organization is headed by one of these miserable SOBs or is simply awash in them, Robert Sutton's little book gives the rest of us the tools to identify them and (at least try to) drain their power.

Sutton bases his conclusions on his personal experiences and on the seemingly extensive sociological and even zoological research that has been done on workplace bullying. It doesn't say much about human bullying that it so closely mirrors that found in baboons fighting over control of the food at a garbage dump. Lower-ranked males and female baboons get more than their share of shoves, bites and threats - just as in the office. Sutton shows how animalistic human interactions like these drive much of the unhappiness and lost productivity that we experience there.

Sutton describes how social distance - say between managers and subordinates - is a significant predictor of bullying. While many organizations revel in paying their executives exorbitant salaries, some buck the trend and are very profitable. Costco, where CEO James Sinegal sets his pay at no more than 10 times the amount of his lowest paid worker, is an example. Sinegal's deliberate strategy is to reduce the social distance between himself and his employees, helping to set the stage for a productive workplace. And it seems to be working.

Sutton describes how to calculate the TCA -- "total cost of a**holes". This is the extra cost that meanies bring to the workplace in terms of lost productivity, time wasted in consoling victims, plotting revenge, and the time wasted by managers and human resources on coaching and retraining the offender. Though the biggest a**holes are often the biggest producers, Sutton shows how their departure can actually improve group productivity. After one nasty star salesman at Mens Wearhouse was let go, productivity at that branch shot up 30% -- more than offsetting the loss of the bully. The fear that companies have about dumping their a**hole superstars is ill-founded.

Sutton's book is skimpy in two ways. It could have used juicier a**hole horror stories. And his prescription for dealing with a**holes is weak. In capitalist cultures, being an a**hole can be precisely what makes one successful. People like Steve Jobs of Apple are famous for using intimidation and tantrums to get their way. And even Sutton admits that being an a**hole is a necessary tactic in some situations. So in a culture that runs on and rewards a**hole behavior, victims have few options beyond limiting their contact or mentally disengaging when the chimps start hurling turds. Sadly, sometimes the only weapon one has is to imagine a devastating revenge, even if one never uses it. The mere thought that someday, a "that guy is gonna get his" is enough to help victims through another demoralizing day at the office.

I had originally intended to give this book three stars, but I have been talking about it for days. That rates it an extra star. Though Sutton has no foolproof way for getting rid of a**holes (other than not hiring them in the first place) the book shows that when it comes to a**holes, not everyone has to have one.

I believe it may be easy to confuse the simplicity of the message of this book with simple-mindedness, of which this book has little. Sutton clearly identifies the ways in which worplace bullies and jerks demean their employees, a great asset for those of us who have to deal with these kind of people day in and day out. Sounds simple, but it is extremely difficult for those of us who are ambitious and passionate about our work to not be deeply affected by the demeaning effect of some bosses. There is no other book out their that offers such a valuable life-saver to someone in a**hole-distress.

This book offers perspective and the means to reframe situations and change your situation, without necessarily changing jobs. I have told everyone about it (except my jerky manager) and I highly recommend it for anyone who is suffering under a boss who is subtly or not-so-subtly a jerk.

This book sits squarely on top of one of the major trends in the workplace today, which is that quality of life matters more than salary, so we won't spend eight hours a day with people we hate.

Sutton explains why the demand for kindness at work is a good career decision for employees and a good business decision for companies. He tells us how we can make the world a better place through kindness, but he does this with meticulous research, intelligent analysis, and clever recommendations.

There are lots of books about emotional intelligence, and how it's important at work. This book takes that premise a step further and applies interesting, quirky, and essential data to help us understand macro trends at work.

Additionally, one of the most difficult issues with emotional intelligence is that everyone thinks they have it and other people don't. This book gives such concrete, clear examples of being a jerk that it provides a new tool chest for all of us to improve how we play with others.

In the future, we will see this book as one of the essential turning points in the development of the workplace of the new millennium.

The book is too casual and too anecdotal to be taken seriously. This was a concept that could have been much more useful. It seems rushed together and hurried to market, like a teenagers research paper that was written the night before it was due.

The book is fun to read, but contains few gems of useful information. There are a few attempts to extend specific examples into general situations, but there was little that I got out of it. The premise and content of the book is based on an article that he wrote. Unfortunately, the book seems simply an extension of that article.

OK - the usual business book - one idea in 250-350 pages - and when you get the one point you put the book down.

This book is better written as it is mostly great stories that I, as a manager, can reuse, and also a number of insights not just one key point.

I think title makes the book seem a little shallow in my opinion, but the content is not at all shallow.

I use the story on Richard Branson guite a bit. Recomended Highly.

p.

I was very pleased with the first two thirds of the book - confirming what my work experience has been. But when I got to the section about what to do if you work with one, suggestions were incredibly weak: "avoid them," and worst of all "visualize" a more positive situation. I would expect that it a book entitled "Yoga for Hostile Work Environments" -- a book I would not read...

I consult to organizations about "people problems." I have recommended this best-seller to a lot of clients, especially managers who are interested in attracting and keeping good people - unfortunately, too many companies have a-hole managers who driving good people out and that create waves of fear that dampen creativity and productivity. Chapter 2 makes a strong argument about why organizations that treat people like dirt are shooting themselves in the foot. It shows that the costs are higher than many managers realize.

Chapter 3, on "How to Implement the Rule, Enforce It, and Keep It Alive," is the one that I emphasize and that my clients find especially useful. It shows goes through the steps that good companies take - and that bad companies ought to take - to hire, train, reward, and (when necessary) punish and expel nasty people. Sutton not only uses academic research to bolster this advice, he takes examples from a wide range of organizations, from law firms to Southwest Airlines to Gold's Gym.

I've also suggested Sutton's ARSE Test to a lot of my clients, and they find that fun as well - it is a "self-exam" and a lot of people have completed it (it is in the book and on the web on Guy Kawasaki's blog).

This isn't a long book, but it is filled with great ideas. I especially recommend it for people who work in HR, but just about everyone encounters jerks at work, and Sutton's little book can help.

Catchy title but a little boring otherwise. I guess I have been in business so long I have heard most of the "suggestions" for improving the workplace. This was more of the same. I was hoping for something new and exciting but maybe next time.

I thought the book was funny for awhile but quickly grew tired of the author's statistics and nebulous solutions. I didn't find the solutions offered to be very constructive or clear. The novelty soon wore off.

It would be my guess that a majority of readers of The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't, by Robert I. Sutton, don't pick it up as light, recreational reading. I suspect that the majority of readers work in or have friends that work in abusive environments... they work with, for, or under jerks. These readers are looking for help. In this book, they get vindication, but no help. It is hard for an underling to get rid of an abusive boss. Sutton does a reasonable job documenting the harmful effects of working in an "uncivilized workplace," and suggests a zero tolerance rule for businesses. But other than quitting, what's an employee to do?

The review from Publishers Weekly stated, "This meticulously researched book, which grew from a much buzzed-about article in the Harvard Business Review, puts into plain language an undeniable fact: the modern workplace is beset with assholes."

Welcome to the dog-eat-dog world of the competitive marketplace. I would disagree with the "meticulously researched" part of this statement. You will notice the picking and choosing Sutton uses here. I mean, with 100,000+ businesses in the United States, some bosses will be legal jerks, illegal jerks, fake jerks, temporary jerks, insane jerks, well-intentioned jerks, and successful jerks. A jerk to one person may be a great guy to the person in the next cubicle. Some, like Steve Jobs of Apple, are known jerks that companies don't want to lose. So jerks aren't always bad.

Jane and Joe Worker are not "empowered" to deal with workplace jerk bosses, and thus this book fails to deliver functional solutions. This isn't a complaint, but rather an observation. What SHOULD you do?

I have two suggestions.

The first is to give the victims of the workplace jerk a copy of this book. It may not solve any problems, but it probably will make them (the victim) realize that they are not alone. In fact, encourage them to read it and then send in on (anonymously) to their boss or coworker.

The second suggestion? Read all the Dilbert books by Scott Adams. There will be a quote or a comic strip perfect to reflect on everyday (I like the "Today you learn that you are my coworker, not my boss" strip).

I LOVE this book! Although I am now a self-employed consultant, there are strategies in this little book which can be used with difficult clients as well. I've been lucky enough to work in only one corporate environment filled with a*******s!-In my experience, women are the worst offenders, 'gang girls in suits' has been my description of backstabbing, jealous women. I could have used this book as a bible a few years ago, however, it is filled with practical advice on general mental health strategies for coping with difficult people in any arena. His advice: 'You should develop indifference and emotional attachment," he advises. "There are times when the best thing for your mental health is to not give a damn about your job, company, and especially all those nasty people'...one can apply this advice in most everyday circumstances. I've given this book to many of my friends in the corporate world.

This book is for those who work with bullies in the workplace. Although I didn't find all my answers here, I did find peace knowing I am not alone and that people deal with bullies in different ways. This book sounds arrogant by the title, but it does get you to pick it up and read. It is a practical and honest advice book and I recommend it to those who wish they could rid the workplace of bullies. Too bad bullies don't always know they are bullies and won't see themselves in this book.

I enjoyed this book so much! I really believe everyone needs to read this book, especially anyone in management or leadership positions! I am passing it around to my co-workers and friends, everyone can learn something from this book. It gave me the confidence to be ready to stand up to bullies (or A-holes).

I enjoyed this book. But it seems as if the author spends the first 80% of the book making his point then completely loses his way as the last part seems to refute his entire premise.

hopefully some people in power will take this to heart and transform their businesses into good places to work. Having worked with the people described in this book, these type of people destroy productivity and morale to make ones working life pointless. Not to mention profitless.

At least it logically proves that lousy work enviroments do exist! And those responsible can spread like roaches.

A really wonderful book, that can help you feel better and cope in a distressing work environment. Whether it be baring witness or the target of abuse direct or indirect. I know the title may throw some people off. Let's face it; the "A" word really says it all to those that make our daily work uncomfortable or even in those painful meetings or clients. Sutton even explains how the terms jerk, bully, abusive environment, and so forth can't accurately describe the situation. These are not simply bullies, its abusive behavior and on the borderline of harassment or discrimination. Sutton first defines a**hole and then treats the subject of just plain a**holes in the office from three perspectives: 1) trying to create an a**hole free environment, 2) the damage it creates in productively and general hiring costs, and 3) how to live in such an environment. He provides definitive support and studies on the subject which are entertaining and funny at times. It's not a touch and free good book, its based on facts and supporting research.

I must admit, I starting reading his book from the fourth chapter to the end where it discusses how to survive an environment full of a**holes. This was more applicable in my situation. Interesting Sutton points out specific avoidance and non-productive behavior I have witness myself that clearly confirms the affects a**hole have on productively. The beginning chapters are a little slow which mostly state the facts and definition as well as the weeding out a**hole in the hiring process. Good reading for Human Resources folks in the hiring and review process. The remaining chapters are most entertaining for us all that have to work in such an environment or with people and need to manage. In general the book has some great stories on real life people and is funny at times. As we all know it is much easily to be cruel than it is to be nice. I think everybody knows that. And misery loves company and helps us all cope. Join the crowd and get the book to learn about what we all non- a**holes can do together to survive and support each other. And maybe it can help an a**hole himself get better, that I can't only hope. Incidentally I bought one book and am passing it around having each person sign it after they read it. Some have even bought their own copy to pass forward or keep as a reference.

I highly recommend this book for employees or work teams who find themselves struggling to maintain energy and focus on the job because of the destructive behavior of one or more individuals. This book is a quick read - I finished it in one weekend. It should also become required reading for HR departments and leadership teams who have struggled to preserve a positive and efficient corporate culture.

Dr. Sutton provides an analytical approach, guidance for calculating costs, and a pro-active approach that can improve the workplace for the sake of the company, work groups and individual contributors.

This book goes beyond the usual coverage for bullies and hostile environments that describe the fairly obvious results, the legal limitations, and recommended rapid exit strategies for individuals who are in the midst of it all.

Dr. Sutton bravely asserts that this problem does not have to continue and spread throughout the organization. He provides practical and rational insight for making changes that focus on positive results for the company and the employees.

I especially like the simple diagnostic question about the impact the individual has on the energy levels of those around them.

After 15 years of success with fabulous bosses and a minimal/manageable amount of exposure to @#$holes, I found out why other people I knew did not love their jobs the way I had in the past when I started working for a bully.

Being proactive and determined to succeed, I searched for answers to questions like - How can I manage this situation better? How can I find ways to be more effective and less reactive under these circumstances? How can I shield my team and try to be a catalyst for change in this department? What are the most important results that I need to focus on and manage?

I was discouraged to find other material that I read on bullies and hostile environments, concluded the bullies always "win" - that the jerk would persevere and often expand their influence. The targets and others impacted generally had 3 choices, accept and adopt the practices, become apathetic and do the minimum to get by spending a large percentage of time doing CYA or leave the department or the company. The books also spent a lot of time focusing on different legal positions.

This book provides hope that you can survive and impact change without a lawsuit. I wish everyone who is dealing with an #$%hole the courage, stamina, and good fortune to improve the situation.

The idea of putting your foot down in the workplace and having a zero tolerance for jerks drew me to this book. I did find the examples valuable, i felt that much of the book described jerks in detail and the part that was intended to be contructive was either not tangible enough to be acted on or the message got muddled in describing jerks again.

Many of us spend a lot of time at work. How we interact with each other impacts on our productivity and on our quality of life. We all know this, so how come so many of us either tolerate or become 'as---les'

[Note: Amazon appears to have an aversion to the use of this word in reviews.]

This small book provides some great practical insights as well as some possibilities for change. Much of this will appear to be either common sense or common courtesy - but it clearly is not. We each have a role to play in enforcing the no as---le rule: whether by naming the behaviour when we see it, avoiding the behaviour where tempted to use it or by practising 'zero tolerance'.

As the author points out as---les breed as---les. No matter how gifted such people may appear to be, if they consistently disrupt, bully or belittle others, then they are really not worth having around.

A word of warning: don't classify people as as---les on the basis of isolated instances of poor interactions with others - we are each guilty of that.

Highly recommended.

Jennifer Cameron-Smith