Who hasn’t had to deal with a jerk at work? Whether it’s a toxic team member who loves nothing more than to suck the life and excitement out of her colleagues, the difficult coworker who isn’t happy unless the office is filled with mayhem and drama, or a bad boss who causes his employees to constantly dream of telling him to “Take this job and shove it!”, we’ve all had to deal with people on the job we would rather not.
Peter Economy is the bestselling author of Managing for Dummies (more than 600,000 copies sold globally), Wait, I’m the Boss?!? and is The Leadership Guy at Inc.com, which averages over 500,000 page views a month for his more than 1,500 columns published to date. He routinely works with C-level executives, executive coaches, and business consultants worldwide.
During this interview Peter and I discuss the following topics:
- The amount of drain jerks can have on the workplace
- The impacts of the “Credit Thief”
- Why micromanaging is so destructive
- How to find, hire, and retain talented workers
- How to figure out if you the leader are a jerk or not
- How to confront jerks at work
If you are interested in learning more about Peter’s resources be sure to check out the following links:
- Buy “Wait, I’m Working with WHO?!?” on Amazon
- Check out Peter’s website
- Connect with Peter on LinkedIn
- Follow Peter on Twitter
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Peter a welcome back to the show. It’s so amazing to have you here, sir thanks god, it’s great to be back. I love it
Speakeryeah you! So we had you back our way originally had you on episode, one seventeen so for listeners out there, you can check it out moving for leadership, duck out for such one, one, seven with weight, I’m the boss, the rich guy peter economy, and that was literally over a year ago. So welcome
Speakerback to the show thanks. Yeah lot’s happened in the last year. I think one or two things I think may have happened,
Speakerbut let’s, let’s talk about walk or talk of modi. What we’re here to talk about today, and that is why I work with who, whom I work with: let’s dive it. So you know we’re talking about difficult coworkers, neu managers, toxic leaders, personalities and all that it’s
Speakerawesome and know, as I save a bit of a timely topic for myself. So, let’s get into nitty gritty of how bad and how much of a drain these types of personalities can have on your organization out there yeah the the fundamental problem is that there’s a lotta jerk
Speakerworks in the workplace, and I don’t know, maybe even more so than ever, even with this past year, kobe everybody going through rallies. These problems we’ve had. I think people are more strained more stress than ever before, and that causes relationships to break down relationships to be strained. People get shorter with each
Speakermaybe less respectful of one another.
SpeakerSo I mean you know, there’s been all kinds of research done about toxic workplaces and they done surveys of of employees and found that about two thirds of employees report that they worked at it in a toxic workplace, at least once, and that one fourth of those people who report working in more than palm one or toxic
Speakerworkplace during the course of their their careers. So there’s a lot of toxic workplaces out of there there’s lot of toxic coworkers and and people out there. So it’s pretty bad!
SpeakerI it it’s it’s it’s it. It is bad, and I can tell you from experience that the negative impact at a toxic yeah, a toxic leader, can have an organization. I went from an organization that was thriving that was innovating that was moving in the right direction. The leadership
Speakerchange and also flew at mach nine nosedive straight through the ground
Speakerright like a complete one. Eighty, so it is, it is out there. It has a lotta negative impacts in your life, love negative effects of there. Now you have a handful different new personality types that you like to go over when it comes to these type of personality. So why don’t we
Speakergo through the coles notes, version of what they are and what they bring are not bring to the workplace
Speakeryeah. So on in the book that I wrote, I I like sixteen different, most common jerks at work and rather than go through it in all sixteen of a and take three hours of your listeners time, there’s a few of them that I personally er are my personal favorites and people that I’ve experienced in my own career and I’m sure everybody ask us if these are
Speakersuch common things. One of my favorites is the credit thief and often that’s a boss. You know you do a lotta work. You work really hard on a project. You go to a meeting, maybe a meeting of the management team or something like that and you make a presentation about. You know you’re thing and then your boss takes the credit know
Speakerthe boss says you know what that was. My idea was really awesome. Know thanks to joe there for pitching in on it. But you know was basically my thing and there’s credit thieves all over the place. You know they. They just love to steal credit, put the spotlight on themselves. Instead of on you opposite of the person actually did the work. So that’s a real common
Speakerwhen I see that all the time yeah and now I have I seen- and I’ve been on the he unfortunate end of it
Speakerah aware- and I do a lotta work and not only did I know my boss take credit but was like a recognized for that work and I’ve stood there and and scratch my head ago, but but but oh well, oh yeah, credit thieves, yoder out there and severe.
SpeakerYou know what kind of real negative impact are we gonna see from credit thieves are on organization in our water. Some those negative impacts live there
Speakeryeah so for a credit thief yeah when someone keeps taking other people’s credit. Ah, I think the thing that goes through that person’s mind whose credit is being stolen from them is. Why should I bother you know? Why should I work so hard and achieve this goal when someone else is gonna be
Speakerget the benefit? You know, someone else is gonna get the award. Someone else is gonna, get the ah stock options, someone else going to get the bonus with a trip to the bahamas or whatever it might be now.
SpeakerSo why should I? Why should I bother and then after a while going through, that it’s like one big actually go? Work someplace well, get credit, so you can up your ally. You know one of the worst things that happens as a result of a toxic behavior and workplaces of people start looking for a job elsewhere. If, if a manager doesn’t do something to get
Speakerrid of this toxic situation, whatever it may be, including themselves know, employees are gonna start looking around for another job,
Speakerand I don’t know you know right now: it’s the the job market’s gotten hum pretty tough for employers to find people to work, and you can’t afford to let people go especially really good people you just can’t you know you never can afford to let good people go, but especially now. Ah, you need your your great people more than ever before,
Speakerand so when, when people take credit, when people don’t shine the spotlight on the people who are doing the work either gonna be disengaged and be there eventually just gonna go somewhere else where they might get the spotlight shined on them
Speakerso fertile years at their their earl watching listening and they’re like home.
SpeakerDo I have a credit thief? That’s working for me in a water, some of the ways that they can identify that potentially one of their subordinates has been a credit thief of their subordinate
Speakerright, so palm. I think you see it on pretty. Obviously again in these meetings or or reports, so you’re person writes a report about something that they couldn’t quote achieved and they don’t talk about their team at all. You know, or they make a a presentation to to you
Speakerhome or to a management team, and they don’t they don’t bring the team they data still bring themself in an anaconda again. The spotlight is on now. So my question is a manager of that personal be like whoa. Did you get any help from anybody else? Worked that didn’t your team? Did your coworkers help you, if so tell me more
Speakerabout that and try to identify hum
Speakeryeah? Who else was involved besides that one person, because it becomes pretty obvious when that person is trying to shine a spotlight on them
Speakerto the exclusion of other people at anna? The whole point is what you are trying to identify that and then shining the spotlight more broadly across the entire team, yeah yeah, absolutely when it when it’s know, although maybe you even meme, that is always a red flag for me, for you know my subordinate leaders, the ones that are inter
Speakercharge of people as well, and one other thing that I use is now red flag indicator is when it when they don’t know the nitty gritty details. Winning are asking these questions in an area like ah
Speakerand the you tell they’re, dancing or sunlight like I’ll I’ll get back to you on I like wait. I know you did this work eat. You should know these these types of details. Why am I waiting longer like then? You start going home,
Speakerthat’s a great, that’s a great point because yeah they should, if they did the work, they should know the details and if they’re tap dancing around the details and they don’t have met their yeah beck and call them for sure, there’s a there’s a disconnect in and you can pretty well guess it is because they didn’t do the work. Someone else was doing work behind the scenes. Awesome. I so credit
Speakerthief us, what’s the you know, take credit, no knocked him out said or done what elsa? What are kind of jerks out there that really stick out your mind at that believes that there should be aware of moving forward
Speakeryeah another one in my mind that it’s pretty popular out there is the micro manager so yeah. This is a manager who we’ve all had and we’ve all had a boss who just wants to control everything we do, and in fact they often will will just step in and and and tell us exactly what to do and um.
SpeakerThat is just so bad. I I you know, we talked about the other bloke wait, I’m the boss- and you know one of the things that on the research shows, is it bad our bosses, bad bosses of the number? One reason why people leave a job. I mean it’s just by far people leave work because of their boss and when a micro manager just manages air
Speakerlittle detail of what you do again, the tendency is to want to disengage the tendency of say: okay, fine, you do it, you go ahead and do it I’m just gonna step back and watch. You do your thing
Speakerand if you don’t feel like you’re challenged at work, if you don’t feel like you’re actually doing the work, if you feel like your boss is just gonna control, every single thing you you’re gonna, do again. I think one of the one of the reactions is a start. Looking for somewhere else to work, I want to find a place reich. I have authority, I have economy, I have I’m trusted to do the work,
SpeakerI’m given I’m given the ability to do it so again, it’s another negative in the workplace. Ah, god preach to me: I mean there’s nothing that this guy doesn’t hate more than being micromanaged. It’s like suffocating,
Speakergive no gimme your outlined mean our guys. Tell me some restrictions whatever, but then get the heck out of my way, and let me do my job. I will come back to you when I need answers when I need a little bit more guidance or danger or something you know. I’d at I don’t have a resource which I think I need. I need you to get for me, yeah
Speakerexactly and anda. What is it called the commander’s intent you’re some some phrase. You know we’re. Basically, yet you tell a person what the goal is work it we’re gonna get to the top of that hill. That’s yeah! That’s the goal, that’s what we’re gonna do and they let let your employees figure out how to get there. Your hobby,
Speakerlastly help them. If they need support, they need some hand, so they need some advice, but let them figure it out, give them the authority the autonomy to get there to the top of the hill themselves. Absolutely so yeah commanders and then is something that we use in near me me still serving and hear me where we outline
Speakeryo. This is why I want to achieve and then later like. Okay, this is your part of how we’re going to achieve it, and these are the resources you have. These are the tasks that I need you to do and then, like hey, you come back and tell me your plan of how you’re going to achieve those tasks that I set up free to egypt and you can you can,
Speakerand you can still do that
Speakerown business world in another part of the commander’s intent is something that we call mission command. I ye again telling intent allowing resources and then giving them autonomy overworked to figure out how to achieve that mission and not getting into the nitty gritty details, because a day we hire people for
Speakerleader skill sets because they’re smarter than us
Speakerthey’re smarter, not the marketing, they’re, smarter than us, and are indeed smarter than us and sales, or you know, social, media or whatever
Speakerus. As leaders, we, like the general contractors like yeah. I I got a hell of it, I’m dangerous and all the areas, but you guys are the experts, but here’s the vision. This is what I want built hurt you. Let me know what you need from me for us to go and build that yeah and what he just said really reminds me a lot of the importance of recruiting and I
Speakerhiring the very best people. People are smarter than you know. You said that some people are smarter than you and social media people are smarter than you in accounting. Some people are smarter noon. Always different functions of the organization would have made the marketing sales, whatever it might be on, because as a manager, I’m not the expert in any of those one single men
Speakerwanna. Maybe I was originally brought up as an accountant or something and then the cfo or something- and I thought was for my main thing. But now I’m over a much larger organization includes other functions. Ah you know it’s so critically important hire, really great people and then retainer and not not have a toxic workplace. It runs him out of there where they’re looking
Speakerfor another job. You know
Speakernow for sure now you do even mention about recruiting and hiring in your book they’re. So is this feels like a good segway after the dive into that portion, just because you brought it up so from your standpoint, what what are some of the young, some of the best ways out there too,
Speakerah you’ll, find recruit, hire and retain some people that you know aren’t going to be jerks within your organization, yeah. Well, you know recruiting process. It is just, I think, throwing the net widely, so you really wanna go out and find the boy
Speakerprotists group a diverse group of people without preconceived notions as to what that route. My my beer look like or sound like or anything else,
Speakerand often that includes you know, tapping your own organization, your employees asking them who would they recommend? They have friends, family colleagues, customers could be anybody that they recommend and again this ties in it’s the toxic workplace, because one of the things you lose when you’re recruiting
Speakerpeople you lose at internal, recruiting tool if you’ve got a toxic workplace. All of a sudden, your employees are saying I’m not gonna, recommend my friends come here. I’m not gonna bring in somebody in this place. Yeah, I’m not going to tell my customer. They oughta get a job here, because I stay away. You know, don’t even bother. So
Speakerif you want to catch the nest net widely, you want it tap your internal employees asking them who they would recommend. I think that’s a really great way to find people and then take the time to really interview them. So you know get your list of people narrow it down to a reasonable number of people and then really take the time to get to know them through the end
Speakerreview process. I think that a lotta people interview too quickly- or they just have one interview with the boss in our maybe one or two interviews with the boss above and somebody else, but some of the most effective things I’ve seen in far as far as interviews go. This is really a team type interview where you put people through multiple interviews over the course of a week
Speakeragreed, maybe even a couple of weeks with multiple people throughout the organization that they may interact with some people. They may never interact with, but just really am having people get their impressions of this. This canada
Speakeragain a diverse group of people from throughout the organization
Speakeron your team and outside your team, who may or may not work with these people, and then you know really take the time to make that final judgment ill go out. Looking make sure you do do due diligence on that person, particularly social media. Nowadays I mean it’s always been hard to get references from
Speakersome former employers. I mean. I know that when I was a manager, we are very reticent to get out references, because you are afraid that you get legal action. If you censor wrong, you know if you insulted someone or or said something bad about someone. The fear is adele you might get sued, but I think that I think people are very aware of
Speakergoing out looking at social media now, looking through their social media, seeing what was kind of person, they really are. They really the kind of person they say they are an engine. Video take that time to make a final decision as far as who you’re gonna hire and then once a person comes on board, makes you take the time to onboard them properly.
SpeakerDon’t just put him at a desk and say: okay get to work. I’ve seen I mean I’ve. Seen that happen. My wife went through that with her job. She was basically sat at her desk and the person whose job she took disappeared. She had taken another position in this organization and never helped her at all. So she had to literally learn from scratch.
SpeakerWatch her job. You need to properly onboard people when she have a mint ends inside the door,
Speakerfor so many great things in their ah jeez are in order start to touch ah, but one thing: young haga first thing a stanza my mind is you checking to see if yo, if coworkers have people that day could recommend an and I think that’s a great litmus test, a great litmus test of
Speakeryeah? What is the feel of your organization? If, suddenly people go? No? No! No! Well, then! No, I don’t know anyone know, don’t know anyone on the basic job, like anyone could do this job. You don’t know anyone who would like to work here in it. You know, as a leader should try scratch your head go away now, what’s going on here, what’s actually up because it yo, if you would,
SpeakerI recommend to work at your company to your friends than wasn’t say to you, the company, so I that’s a great point.
SpeakerYeah thanks a eerily know if, if you’re not getting that stream of candidates, which I think most organizations do than yeah, that’s definitely something’s wrong. You should check into that yeah for sure, and then the second thing I like to hit on was the know, putting people through a more rigorous interview process and having them go through your multiple leg
Speakerthere. So I had on the c c e ceo of um ash off on over watch mike cirelli an end as well as partner george randall, on the shown in not too long ago in there to author coauthors of talent, work so going out and finding talented people and not young, bringing them into your company in keeping
Speakerthem there, and they referred to that as a gated approach. So candidates go through a gate there successfully get through the gate, they’re not successful. They don’t get through the gate and having you multiple gates through to the final stage of okay, weird now, essentially of lemonade all the candidates. They even now we’re down to last
Speakerone potentially oranges or just a couple right through this process, and it it makes a lotta sense. I remember when mum
SpeakerI applied to go to with it the only specific organization and yeah I went through. I went through those gates. I went through testing. I went through. Multiple interviews went through all this stuff ill and I kept going kept going kept going and then fine I’ll finally get told the ah thanks, but unfortunately no thanks so yeah it’s it’s it’s oc, but it is what it is,
Speakerbut still that is how that yoda organizations you’re kind of protect themselves in ensuring that they are getting the right candidate for the yeah for the bill, because I feel like out there right now at this day and age a lotta companies are like. We just need someone
Speakerhis name. We just need someone to sit in a chair and do the job. Well, no, don’t yea def! I don’t need the wrong person in that chair. Cause of the trouble is you may not be able to get rid of them home anytime soon mean using those bad hires. It all figured out for at least a few months down so they’re they’re gonna, be there potentially poisoning the well her thigh
Speakermonths before we actually get rid of them again, not for sure for sure. Now I want to change gears a little bit and yeah. We talked about leading our teens, we talk about hiring and we talk about town man’s written stuff like this. Now,
Speakerwhat a light to go into is your concept you, how not to be a jerk ourselves as leaders. So the first question- and I think, we’ve hit on a few these points, but I’m sure gonna really reemphasize them. How do we know whether or not jerk, because you agree huge blind spot
Speakerfor me- is the leader. So how would I know or how would I go to figure out if it’s interesting, because I I think a lot of us are blind to our own behavior and the impact there are behavior has, I think it’s a natural thing, I think, is now especially highly driven type, a people who are not really that sensitive to the p
Speakerpeople around me too, seeing the goals and try to achieve the goals and get the awards and get the rate. You know everything else make your customers happy, which is important, but they don’t see that what’s been going on in the wake that the wake that they leave behind them. So I think that the you know, one of the most important things is to actually seek feedback from the people
Speakerall around you and I know another six hundred and eighty degree or three sixties. I guess three sixty degree assessments that all kinds of consulting firms have where you can get assessments done going out to report your direct reports, the reports of your direct reports, you’re going out in the organization and getting that feedback and either anonymous
Speakerlee or not anonymously, but I think for for many managers for many people you have to actually do
Speakeran actual outreach.
SpeakerYou can do it casually could say walking down the hall hey. What do you think about how I am I’m managing us group, but the trouble is that people when you disconnect you know you just ask him one on one face to face. A lot of people will just tell you what they think you wanna hear they don’t wanna, hurt your feelings. They don’t want wanna insult you in I wanna, say now: you’re a total jerk in that meeting. God yeah.
SpeakerNow what what were you thinking?
SpeakerPeople don’t tend to wanna. You know some people will when there’s always gonna, be someone who’s willing to put it out there, but most people, I think, will hang back so I I think the best thing any manager any anybody can do. That wants to get a real assessment on whether are a jerk or not is to get those three sixty degree reviews
Speakers, and if you want to make him anonymous at my you better feedback, but have you do it our your hr department, abbey? You think it can be best done. However, the company that you work with to get that feedback says you should do that you shut, and then you know once you get that feedback eventually actually gonna. Take it seriously.
SpeakerAh, I think you know a lot manager is a lot of people in business will get the feedback and they’ll either discounted. They’ll, say I’m not that person, that’s not who I am. They must have caught that that guy on a bad day or something or or that person just making it a fascist, not true, that’s just not me
Speakeror they’ll just forget about it- that a sort of file it away and and and not change her behavior at all.
SpeakerSo you know you gotta, take this feedback seriously at an want to change. Make those changes in your behavior to make things better
Speakerand if you’re not willing to do that, then you’re gonna, it’s gonna, continue to be a jerk and again you’re. Gonna. Leave that week behind you that eventually gets people. Disengaged eventually has people looking for another job and that’s just not where you wanna be bob, so I thought I said I thought we had on a few points, but you toyed took down a right turn that I was an expert,
Speakerbeautiful, the beautiful I am in the mix, all aka, your makes a world of sense, but what I really hearing from you, I think it all starts with humility. Right being humble enough, one to ask the question: I eat three: sixty sats. Are you doing you’re asking the question of? How am I doing where do you think of me
Speakerand be honest and open and don’t worry? There can be any repercussions, because this is anonymous
Speakerand then to being homo enough ago wow,
SpeakerI really am a stinking boss. Aren’t I a and in the fall on is okay? How do I change?
SpeakerWhy is the saps like, oh wow, and I think the end? Often people get your analysis, paralysis or they’ll, just young cardio, a home in the face near like? Oh, my god,
SpeakerI have these problems. What do I do now? So what does the leader out there? Who knows wasn’t this show has to take eaten their humble pie has done the three sixty with their subordinates, have gotten horrible results and then they start clicking and going wow. That’s why I turn over socks.
SpeakerWow! That’s why you know we have a back stabbing culture going on here that I’m aware of now we have this problem and that problem holy crap. It’s all because of me, don’t what’s the next step for them, or the next step is to is to really set a goal to change your behavior. You gotta give gotta change, it could sell it’s all about change
Speakerand you gotta set a goal to change that behavior. So if that means I’m listening more so, for example, let’s say in staff meetings with my team, I’m gonna quit talking so much, I’m not going to talk. Ninety five percent of the meeting, I’m gonna talk five percent of the meeting,
Speakerlet’s just say, yeah, that’s an extreme example, but you say five percent. I’m gonna, listen! Ninety five percent! You know so changing you’re, listening behavior in in your meetings,
Speakeryou know and and that’s it it’s setting these goals can be one gold changing from from talking all the time to listening all the time and staff meetings it could be delegating more could be saying. I’m going to delegate more, am gonna micromanage less so in the next five projects, and he could do it almost like an okay are one of these objectives
Speakerand key results. The next five projects I have that I assigned to people I’m going to micromanage, half and half as much as I typically there. You know something like that: it up hill, I’m just going to let them run with it palm far more than I’d. I currently do and then assess.
SpeakerIf you’ve actually achieve the goals, I mean you could do it. It has an actual young goal. Did I achieve the goal? If not, what do I need to duda to do better next time and and hold yourself accountable? You now hold yourself accountable, follow through with it with those goals, and I think he knows we often talk about in the books that I write the people I work with
Speakerabout setting small goals in a small little goals doesn’t have to be a huge thing. Like I’m gonna change everything I do overnight. That’s that’s a recipe for failure, change one little thing. Ah, there’s that guy who did the book tiny habits? I think it’s called, and he said you know if you want to change how you know how you fly
Speakerwash your teeth and I would be. I want to start flossing my teeth regularly.
SpeakerYou now will start with just a tiny habit of flossing one tooth once a day. You know a man do that for a few days or a week,
Speakerthen there’s the end of that week ill add an additional two plus two teeth yeah. Once in a once a day that kind of thing you do it in small bites tiny habits. You don’t try to do it all at once.
SpeakerSo many great great points in there and I’m going to add on in young and give myself a shameless by by gonna, give you a plug to peter nda. I got a great time for bringing in outside help coaches like ourselves to to do those things that you talked about. I eat helping the leaders set
Speakerthose goals at it and going in like ah yau, you gone forever. It’s do you want to try hiking yoga, a small hill first before ago, from own everest lights in yeah, let’s break this down malibu, but will be further and doing the accountability in helping them see. Past yasuo see the forest for the trees.
SpeakerTrees would force whatever they’re saying is, but regardless of the point of the matter, is helping them to see where their faults are outlining a plan for them to get from yeah from where they are today, where they want to be tomorrow and then holding your holding them accountable to those steps to make sure not you get there in.
SpeakerWhen I say holding accountable, I mean holding credible in a good way. I eat the motivating way. The way that, when someone wakes up ago, I gotta do this or scott’s ma’am. I bought a house in and and I’m a bit real life lesson bit rude ruthless, sometimes when I’m holding people accountable again in a good way.
SpeakerBut when my former clients, the I refer to as being as empty as like beans, got mccarthy,
Speakerthe heck is like I’m getting asked them today and I’m like. Well, you tell me a yard it up a bit
Speakeryeah. So I think that’s a great point that you know coaching having a coach and whether that person is an outside coach, which often is the case and and especially I’m sure. As you know, scott a lot of the people that are pride brought in his coaches outside coaches are brought in because the manager’s manager says we need. You need help york,
Speakergreat and you’re great manager. We want to hear performing, you know, you’re, hitting the numbers in a lot of different ways, but your employees can’t work with you,
Speakerthey’re they’re, having a hard time working with you, we wanna keep you. We want you to improve, so we’re gonna, bring in a coach. We’re gonna bring somebody in from the outside to help you out and or could be an internal coach could be a mentor could be somebody who’s internal to use more senior who’s got more experience that that sees what what the problems are in hell.
SpeakerOops. You see them too and then put you on a plan like a said, help you develop your own plan, but wherever you get a coach from inside or outside yeah coaches are a great asset to have for any manager. Absolute women in your fully right lighters, law, degree, coaches from internal organization for sure, but now sometimes organizations are either one too busy or
Speakerno not to that size. Yet where they can afford to allow someone to you young that time, network grip, you blame yourself for myself, come in a peter. Only had one last note, topic area before we wind down here being cognizant of the time- and that is sometimes us as leaders we feel stuck yeah
Speakerall were in between know- are- are our boss and then were in between that person and our subordinates. And sometimes you know that bosses is, it is the jerk.
SpeakerWhat advice do you have out there for the leader who
Speakeryo feels trapped, is no of being young, oppressed, didn’t credit stolen from them? Getting all these horrible things done to them like you’ve written in your great book by the web,
Speakerand but has more courage to say, stubborn, go bosses in this isn’t right. Disney’s the change or my people are gonna. Walk in on polygamy, be with them at a certain point, because we just don’t like it here anymore
Speakeryeah. I mean that takes a lotta courage, but that’s really the way to do it. I mean that’s. What I recommend is that, even if it’s your boss- and maybe especially if it’s your boss- that they may not be aware- I don’t think most- I don’t think most people who are toxic at work. Most people are just jerks at work, a boss’s boss’s boss’s. I don’t think their intention
Speakerlol about about the intentionally wanna, be a jerk and I think they’re intentionally being toxic. Some people are simply gorgeous, that’s just part of who they are, but I don’t think most people are. I think most people have good intent, and that should be the assumption so by bringing this to your boss’s attention. Ah, this might actually be helpful. They may consider this a blur
Speakersay that you’ve actually pointed this out and if you can show data you can show the impact it’s having on your people on your team on your organization, yoga people complaining about people who they’re coming in late to work as it is, don’t want to come and work there they’re, not it is engaged in their jobs. They should be they’re not recommending other people to come to work for us.
Speakerall these negative implications and if you can show data and and bring this to your boss and has a friend as a colleague not as an adversary
Speakerand as an enemy as acute you’re, trying to help them you’re trying to help the organization. That’s every there’s every reason to do that and it had the courage to do that.
SpeakerI love it especially love that last bit of yonder theme of carrying know, I care about you. I care of this comeback cover this organization. I want you want it to succeed, but we are not going to work. I succeed if this continues waiters in an it. When I was young, I mean
Speakerlike second year at a fresh, the milk call military college and on it oh, my my my supervisor is a jerk, the radio and he did something one friday and I was livid me he said some words publicly that should win a major lung is bit of backstory to it’s irrelevant.
SpeakerMost was this. He said stuff publicly. That should have been said publicly about me
Speakerand I was fuming over it all weekend and then monday morning came I walked in. I said, sir. We need to talk and ain’t no desire left handed to a major. This is a huge rank. France
Speakerat that time and his yoga and I shut the doors, and we need to really talk and explain to him as it does what you did this I felt about it. This is how I did not appreciate it at any any said: wow yeah, okay, yeah thanks.
SpeakerI doubt that will happen again, but I was unnerved us fat, pins and needles walking through that door has a thick at scribner. It takes courage, it takes courage and- and that’s one of the best things that anybody can do in in on the job- is to have the courage to not confront, but to help too big to have them
Speakerthat that compassion for other people. You work with the build those connections into make him stronger, but you know that’s the role of us as leaders, because we need that courage, ah
Speakerand because, without it yo you gotta do the right thing. You gotta do the right thing as a leader for yourself for your team for your organization, because if you don’t do it, then who is exactly ah peter? My friend who I could talk all day all night with you, sir, but I will be respectfully time so gonna wind down here, but before rap,
Speakera couple of questions, if you remember the first being corn, you peter economy, what makes a great leader
Speakergreat leaders are people who have true compassion for the people. They work with the customers in the hand, the other communities in which they do business beautiful or go back to one seventeen and double check the c. I your answer there and then the final question of the show. How can people follow you can find you work in it by the book? It’s all, but
Speakeryeah. The best place to go is peter economy, dot com. I’ve got on my splash page there. I’ve got a link to my bookers, a copy of the book right there. You click it. You go and buy a copy any time you want twenty four seven, yes, wait, I’m working with who
Speakerawesome and always for you the listener. It’s easy, just go to moving for leadership, dot com forward, slash one, eight five one. Eighty five four when this goes live for two people were listening, listening, slash watching real time on the very social that does being live, streamed that
Speakerthat site won’t be live right now, but instill to go peter economy, dot, com or dropping line and I’ll throw the link there. For you, sir peter my friend, it’s been an honor. It’s been a pleasure yet again, have you on the show, so much scott is great to be back.
SpeakerThat’s a wrap for this episode latest gentlemen. Thank you for listening. Thank you for supporting the peak performance leadership podcast, but you know you could do to truly support the podcast and no that’s not leaving a rating and review it simply helping a friend, and that is helping a friend by sharing
Speakerthis episode with them. If you think this would resonate with them, help them elevate their performance level, whether that’s within themselves, their teens or their organization. To do that help me help a friend win, win all round and hey you look like a great friend at the same time, so
SpeakerI just hit that will share button on your app and then feel free through far this episode to anyone, they feel would benefit from it.
SpeakerFinally, there’s always more there’s always more lessons around being the highest performing wieder that you can possibly be weathered, as for yourself, your team for you rise nation. So why don’t you subscribe subscribe to the show via moving forward viewership dot com forward? Slash subscribe,
Speakertil next time we don’t boss
Speaker and thanks governor, take care now.