Re: Apple Founder Steve Jobs Passes Away ...
Posted: Sat Oct 22, 2011 6:00 pm
Jobs did some great things and Apple products to his credit and that company are a result of what he contributed.
But he should not be idolized beyond what he was as an innovator not as a business leader - a guy who an Apple CEO John Scully called high maintenance and out of control. A guy who fired people at the end of an elevator ride because he didn't like the answer to the question, what have you done for me lately. A guy who would humiliate his staff and who would park his car in the handicapped zone to the chagrin of his staff. At Apple there was a higher rate fear of job loss than in most companies. Secrecy was so tight that an Apple person in one section could not talk to another employee about what they were doing. Signs in the building such as "No Tailgating" and the pass system kept others out of areas they must not enter.
http://bobsutton.typepad.com/my_weblog/ ... ory-o.html
How to cope with the a.. holes by Guy Kawasaki:
October 30, 2006
Book Review: The No *beep* Rule by Robert Sutton
Read more: http://blog.guykawasaki.com/2006/10/you ... z1bYsM8FmI
Read more: http://blog.guykawasaki.com/2006/10/you ... z1bYsn4nG1
http://blog.guykawasaki.com/2006/10/you ... z1bYrrpaeN
But he should not be idolized beyond what he was as an innovator not as a business leader - a guy who an Apple CEO John Scully called high maintenance and out of control. A guy who fired people at the end of an elevator ride because he didn't like the answer to the question, what have you done for me lately. A guy who would humiliate his staff and who would park his car in the handicapped zone to the chagrin of his staff. At Apple there was a higher rate fear of job loss than in most companies. Secrecy was so tight that an Apple person in one section could not talk to another employee about what they were doing. Signs in the building such as "No Tailgating" and the pass system kept others out of areas they must not enter.
Fortune Story on The Trouble With Steve Jobs: *beep*, Genuis, or Both?
Finally, in reading the story and even my own writings and comments, I worry that, by glorifying Jobs, we are making the world safe for *beep* infested organizations and fueling the belief that assholes make more effective leaders. If you take a careful look at research on leadership, it is quite clear that civilized and less selfish leaders are more effective at creating workplaces where people learn, repair mistakes, and innovate when they are compared to their nastier counterparts (and note this is not argument for wimpy leaders). Companies led by routinely demeaning people might succeed because (perhaps like Jobs) their leaders' other talents are so strong that they overwhelm such "*beep* costs."
http://bobsutton.typepad.com/my_weblog/ ... ory-o.html
How to cope with the a.. holes by Guy Kawasaki:
October 30, 2006
Book Review: The No *beep* Rule by Robert Sutton
Read more: http://blog.guykawasaki.com/2006/10/you ... z1bYsM8FmI
A quick guide for Starbucks going to identify such a person here;
The first step is to recognize who is an *beep*. Sutton’s blog cites one method. It’s called the Starbucks Test It goes like this: If you hear someone at Starbucks order a “decaf grande half-soy, half-low fat, iced vanilla, double-shot, gingerbread cappuccino, extra dry, light ice, with one Sweet-n’-Low and one NutraSweet,” you’re in the presence of an *beep*. It’s unlikely that this petty combination is necessary—the person ordering is trying to flex her power because she’s an *beep*.
Read more: http://blog.guykawasaki.com/2006/10/you ... z1bYsn4nG1
http://blog.guykawasaki.com/2006/10/you ... z1bYrrpaeN