Recognizing and Addressing Inefficiency

Welcome to Grit & Growth’s masterclass on friction — the good, the bad, and the ugly. Robert Sutton, Stanford professor in the School of Engineering and best-selling author, has stories and strategies to help you identify the causes of friction, eliminate it, and even learn how to use friction intentionally to create more space for success. 

Friction, according to Bob Sutton, “ is simply putting obstacles in front of people that slow them down, that make their jobs more difficult and maybe a little bit more frustrating.” Sutton has written multiple New York Times bestsellers, including The No Asshole Rule, and Scaling Up Excellence with coauthor and Stanford colleague Huggy Rao. His upcoming book with Rao is all about the friction that typically arises after companies scale, and it is appropriately titled The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder.

Sutton’s research shows that friction often starts at the top. Luckily, he has lots of advice for how to become more aware of the power and influence leaders wield and tips for eliminating unwanted friction in your organization.

Seven Masterclass Takeaways

Adopt a trustee mindset. 

According to Sutton, “Leaders should be trustees of other people’s time.” This means not just trying to find ways of saving people's time, but also being aware of how you’re imposing on their time. 

Don’t be oblivious. 

“Leaders need to be aware of the power and influence they have,” says Sutton, because an offhand comment can send employees on a wild goose chase that costs time, energy, and money. “That’s what happens when people in positions of power…are unaware of their cone of friction.” Leaders also need to acknowledge their blind spots. Many assume that because of their success, they know everything that matters about their organization; what Sutton calls the “fallacy of centrality.” Either way, what you don’t know can certainly hurt you.

Avoid power poisoning. 

“When people feel powerful or more powerful than others they tend to focus on their own needs over others and then they act like the rules don’t apply to them,” Sutton says. Friction is almost always the result.

Embrace inconvenience. 

Leaders often get the VIP treatment. They don’t have to stand in line or wait on hold. But Sutton says that this “absence of inconvenience…is protecting you from the experience that your customers are facing.” If you don’t feel the friction yourself, how can you address it?

Play the subtraction game.

Sutton suggests approaching problems with a subtraction mindset as an antidote to what he calls addition sickness. He says, “First, make a list of stuff that's getting in the way and driving you crazy. Okay, so now what are you going to do to get rid of it?”

Fight friction as a team.

“Friction is often an orphan problem that we point at other people, and we tell them it's their job to fix it,” Sutton says. Given the high-friction nature of friction fixing, he suggests a team effort.

Remember that not all friction is bad.

Sutton acknowledges that some things should be hard, like cheating, stealing, and making stupid decisions quickly. He says “Sometimes, being fast — all that does is get you killed off more quickly. The goal of getting rid of mindless, unwanted friction is to clear the way for the things in life that are hard and should be hard.”

Listen to Bob Sutton’s anecdotes and advice on how to recognize and remove friction in the workplace. 

The Friction Project will be released on January 30, and you can pre-order copies of the book now. (https://www.amazon.com/Friction-Project-Leaders-Things-Easier/dp/1250284414)

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