My father always told me to avoid assholes at all costs, no matter how rich or powerful they might be, because I would catch their nastiness and impose it on others. I worked in an academic department at Stanford where we openly talked about the no asshole rule and used it in hiring decisions. I had published other articles in HBR , longer and more well-researched ones, but nothing had provoked such a strong response. The first example was the most common, and it reflected the pain that people feel when they are treated terribly, whether they are models, engineers, or CEOs who feel abused by their boards. And when I have done such damage to people indeed, all of us are capable of being assholes some of the time , that is what I call myself. I know the term offends some people, but nothing else captures the emotional wallop.
The No Asshole Rule
Why I Wrote The No Asshole Rule
This New York Times and BusinessWeek bestseller describes the damage done by demeaning bosses and co-workers to the mental and physical health of their colleagues, the ways they undermining learning and organizational effectiveness, and the often hidden financial costs of keeping the creeps on the payroll. And the book shows how to build organizations that screen-out, reform, and banish these bullies and demeaning bitches and bastards. You can read about many of the often bizarre lessons that I've learned since The No Asshole Rule appeared on my personal blog, www. Many of these lessons come from the thousands of emails I've received from people who have read and heard about the book. Frankly, great stories even come from people who haven't even read the book, because once they hear the title, they know what I mean.
The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't
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