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An ass that is beyond non existent. That person of unspecified gender has no ass. Something you say to someone when you want them to act appropriately.

Josh : hey dude can I come to your party Nick: yeah man come, but no ass Josh: alright I'll be on my best behavior and I won't embarrass you.

Eee-o eleven UrbDic Rush B Cyka Blyat Pimp Nails Backpedaling Anol Wetter than an otter's pocket TSIF Sutton , based on a popular essay he wrote for the Harvard Business Review.

It sold over , copies and won the Quill Award for best business book in The theme of this book is that bullying behaviour in the workplace worsens morale and productivity.

A rule is suggested to screen out the toxic staff—the no asshole rule. The author insists upon use of the word asshole since other words such as bully or jerk "do not convey the same degree of awfulness".

You have a choice between being offensive and being ignored. Two tests are specified for recognition of the asshole: [6].

Their unpleasant behaviours were catalogued by Sutton as The Dirty Dozen : [7]. Sutton believes there is a difference between "temporary" assholes who might be having a bad moment or day and certified "assholes" who are "persistently nasty".

He gives the example of when he sent a scornful email to a colleague because he wrongly believed she was trying to take an office away from his group.

In this instance, he was acting like a temporary asshole and to be a certified asshole he would have to act like a jerk persistently.

Famous bosses who are cited as having weakened their position by bad behaviour include Al Dunlap and Michael Eisner. Another example of a certified asshole is the Hollywood boss Scott Rudin.

Rudin has fired personal assistants for reasons such as bringing him the wrong muffin. Sutton asserts that Rudin also qualifies as an asshole as his targets are less powerful than him and are left feeling humiliated.

Sutton makes the caveat that while it is essential to screen for assholes, a company should not recruit "spineless wimps".

He believes constructive arguments benefit firms and help workers come up with better ideas. Sutton cites the Intel co-founder Andy Grove as someone who believes workers should challenge each other's thoughts.

Intel teaches employees "how to fight" and requires new employees to take classes in "constructive confrontation". The necessity of the No Asshole Rule and the damage assholes do is discussed by Sutton.

He relays Bennett Tepper's research on employees. Many of these workers had bosses who would oppress and belittle them, and Tepper studied the effect these bosses had on them.

Sutton describes how assholes not only affect victims themselves but also the bystanders and witnesses that see and hear about the abuse. Co-workers, family members, and friends are among those who are negatively affected.

This shows assholes can harm and lessen the productivity of not only their victims but everyone in the workplace.

He cites the example of the Indiana Hoosiers coach Bob Knight who despite all his achievements was fired from repeatedly losing his temper.

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Top definition. A no-ass is a person who does not have enough muscle or fat in their posterior to be able to support a pair of pants.

No-asses often don't know how to use overalls or belts. The typical no-ass is not very active and will often be labelled a 'skater'.

The only way for these people to know how to wear pants so that they don't drop to their wearers' knees every 10 feet is by forcing them through a course where they will try endlessly to find a way to wear their pants so they don't fall.

That no-ass over there should learn how to use a belt. Hell, if he can't afford one, I'll be more than glad to buy it for 'em. While walking, I saw a no-ass bend over to pick something up he had dropped, and almost threw up when I saw his pants hanging so low his entire ass was exposed.

Wearing underwear of course. That no-ass should get a belt, looks like he has to raise his pants almost every ten seconds to keep them from falling down to his knees.

Oct 3 Word of the Day. Thoughts and prayers. Sutton cites the Intel co-founder Andy Grove as someone who believes workers should challenge each other's thoughts.

Intel teaches employees "how to fight" and requires new employees to take classes in "constructive confrontation". The necessity of the No Asshole Rule and the damage assholes do is discussed by Sutton.

He relays Bennett Tepper's research on employees. Many of these workers had bosses who would oppress and belittle them, and Tepper studied the effect these bosses had on them.

Sutton describes how assholes not only affect victims themselves but also the bystanders and witnesses that see and hear about the abuse.

Co-workers, family members, and friends are among those who are negatively affected. This shows assholes can harm and lessen the productivity of not only their victims but everyone in the workplace.

He cites the example of the Indiana Hoosiers coach Bob Knight who despite all his achievements was fired from repeatedly losing his temper. While it is impossible to calculate the exact TCA for an organization, Sutton believes it is instructive for companies to estimate how much assholes are costing them.

Future legal costs resulting from lawsuits against assholes and the cost of recruiting and training new employees should also be considered.

A senior executive from Silicon Valley has previously calculated the cost of an employee Sutton calls Ethan. Sutton also stresses companies should mean what they say.

While many companies have written versions of the no asshole rule, few entirely abide by them. These analysts were top students from prestigious universities and were working at the company for a few years until they returned to school get their MBAs.

As a result of treating these employees poorly, the company had a low rate of return and had a hard time recruiting employees back when they finished school.

Sutton discusses how to enforce the no asshole rule and gives the Men's Wearhouse and a Fortune company as examples of businesses who have done this successfully.

He based his hypothesis on a series of studies on littering done by Robert Cialdini. In one trial of the study researchers spewed garbage and litter around a parker lot, and in a separate trial, they made sure the lot was spotless.

They placed a flyer on a driver's windshield and observed what the driver did with that flyer. As part of the experiment half of the drivers encountered a researcher who picked up the flyer on their car and threw it on the ground.

This study shows when one person is caught breaking a rule others are more likely to follow it whereas if everyone seems to be breaking the rule we are more likely to break it as well.

A host of other studies show that psychological abuse and bullying are common in other countries, including Austria, Australia, Canada, Germany, Finland, France, Ireland, and South Africa.

The book also affirms that employees perceive "upward" nastiness — i. From Wikipedia, the free encyclopedia. Book by Robert I.

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