Bob Sutton

@bobsutton.net

Organizational psychologist, NYT bestelling author, and Professor Emeritus at Stanford. My 8 books include Good Boss Bad Boss, Scaling Up Excellence, The No Asshole Rule, The Knowing-Doing Gap, and now, The Friction Project. https://www.bobsutton.net

"When you throw shit at other people, some always end up on you in the process." Advice I got from a wise lawyer long ago. I am reminding myself of it more and more these days, as the vicious circle of angry times and ease of insulting and demeaning others on social media is so tempting to join.

Scam alert to friends. If you get an email from a Hotmail address "from" me, it is a scam. I do not have a Hotmail email, do not have cancer, and did not get 250K from the "The Administration of Federal Benefits." I am fine. Delete the email--and don't give them any personal information.

I was delighted to be interviewed by Dan McGinn, Harvard Business Review's editor, for this retrospective on my 2009 HBR piece "How to Be a Good Boss in a Bad Economy" (2009). My evidence-based advice for making painful workplace changes humanely-- in good times and bad. hbr.org/2025/07/qa-p...

Q&A: Professor Robert Sutton on Communicating Difficult Decisions as a Leader

In today’s uncertain economy, leaders must navigate the delicate task of delivering bad news, such as layoffs or project cancellations, with empathy and transparency. Robert Sutton’s framework, origin...

hbr.org

"Botholes" is my proposed to term for AI tools (such as AI assistants) that are massively efficient at wasting other peoples' time, nagging them incessantly, or otherwise acting like rude and selfish humans.

Great to see this new research Fabrizio...that stars often aren't as "portable" as it seems. Your findings also remind me of related research that, for leaders, shows promoting from within results in better performance than hiring those (often dazzling) external candidates.

Fabrizio Ferraro@fferraro.bsky.social · last yr.

Honored to see our research with Matteo Prato cited in @economist.com AI talent war article. We found hiring “stars” can actually hurt team performance—especially for non-stars—as stars often absorb more resources than they share. www.economist.com/business/202... doi.org/10.1287/orsc...

Some advice from the late great Warren Bennis: "Don't take a job at a place where the best you can be is a perfect imitation of those who came before you." He said that to me 40+ years ago, seems as pertinent as ever.

Check out this nuanced argument on why our institutions are under siege and options for repairing them. I was surprised to learn Marshall McLuhan believed that becoming a global village would unleash unprecedented tribalism and violence. He might have been right! digitaltonto.com/2025/the-end...

The End of History All Over Again… | Digital Tonto

Before 1789 the world was ruled by the divine right of kings and the feudal system. Yet that year would prove to be an inflection point. The American Constitution the French Revolution and the first I...

digitaltonto.com

“Interdependence is the reason why nothing comes out quite the way one wants it to.” I was thinking of this wonderful old line by Jeff Pfeffer and the late Jerry Salancik as I declined an invite to join an interesting group.

I love talking with @ericries.bsky.social. We both believe that capitalism and caring about people (rather than acting like a selfish asshole) are compatible and desirable goals.

Eric Ries@ericries.bsky.social · last yr.

In this episode of The Eric Ries Show, I’m joined by @bobsutton.net, organizational psychologist and New York Times bestselling author of several influential books on leadership, behavior, and workplace culture, including his latest: The Friction Project.

The most important part of an apology is not saying sorry. It's taking responsibility for what you did wrong and taking action to make it right. Admitting mistakes doesn’t mean you're a bad person. It's an effort to be a better person—and a display of care for another person. link.chtbl.com/RTAdam

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The wise @pahlkadot.bsky.social uses this slide with "Hill staffers who ask me what they should do to improve the performance of an underperforming agency." The key contrast is "something is wrong with these people" vs. "something is wrong with this system." Friction-fixers are system-fixers!

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My friend Ferose just taught me a phrase, a goal, that I keep rolling over in my mind. That much good can be done for the human spirit by striving to make things "Unnecessarily Beautiful." Makes me think of Steve Jobs, Enzo Ferrari, Joni Mitchell, and the late Bill Moggridge (IDEO co-founder).

Question for organizational scholars: Does the fast, deep, & scary impact of Trump's reign undermine arguments "the impact of leadership on performance overrated?" Or, as Jim March speculated, perhaps leaders are like light bulbs: They all work pretty much the same unless you pick a broken one!

After battling some ugly jargon monoxide, this Hemmingway quote popped in my head: “The most essential gift for a good writer is a built-in, shockproof, shit detector. This is the writer's radar and all great writers have had it.”