When Robert Sutton's "No Asshole Rule" appeared in the Harvard Business Review, readers of this staid publication were amazed at the outpouring of support for this landmark essay. The idea was based on the notion, as adapted in hugely successful companies like Google and SAS, that employees with malicious intents or negative attitudes destroyed any sort of productive and pleasant working environment, and would hinder the entire operation's success.
Now using case studies from these and many more corporations that have had unquestioned success using variations of "The No Asshole Rule," Sutton's book aims to show managers that by hiring mean-spirited employees - regardless of talent - saps energy from everyone who must deal with said new hires. Such insights will come from:
- Seattle law firm Perkins Coie, which instituted a "no jerks allowed" policy, helping them earn a spot on Fortune's "100 Best Companies to Work For" list.
- United States Supreme Court Fellow Robert Clayman, who noticed that "assholes" in the highest branch of government turned a blind eye to initiatives that would curb abusive and violent behavior.
- Testimony from a former American Airlines manager about how former CEO Bob Crandall's abusive "tough love" behavior actually caused psychological harm to those he was attempting to motivate.