NO JERKS ALLOWED!
"Hi, it's Steve Jobs speaking. I would like to talk to Adam Osborne."
The Secretary informs Jobs that Mr Osborne will be back in the office the following morning, and asks whether he would like to leave a message.
"Yeah," says Steve, "tell Adam that he is an asshole."
Whilst the Secretary is trying to figure out how to react what she has just heard, Steve continues: "One more thing. Apparently Adam is interested in Macintosh. Tell him that Macintosh is so good that he will be probably buying some of it also for his kids, and this despite the fact that Macintosh will drive his business to bankruptcy!"
This is Jobs' phone message to the CEO of Osborne Computer Corp, his then competitor, in 1981.
The words of Steve Jobs (let him rest in peace!) turned out to be prophetic: Osborne Computer Corp closed its doors a few years later. When typing in Google's search engine Steve Jobs asshole, then one gets approx. 648 000 hits. It is so easy to label someone who gets on our nerves (sometimes even just due to them existing) a jerk. However, let's make it clear at once that I do not believe anyone being thoroughly a jerk, yet I cannot ignore the fact that there are people who (from time to time) act like ones.
Anti-jerkness is actually a real business rule that was created by Robert Sutton, an American Professor of Management Science. In his bestseller "The No Asshole Rule", he is more juicy than I am in his choice of words in regards to bullies, but I (in my well-mannerism) stick to the term jerk. I believe that I can claim on behalf of the majority that we all want to work daily in a jerk-free zone - amongst supportive, inspiring, and good (like really-really good) people. Who is classified as a certified jerk and how a jerk-free environment can be established? As you know, one drop of tar can ruin the whole pot of honey. And this is exactly what I am going to talk about.
About jerkness - from the very beginning
There always have been and always will be those "honey pot ruiners" who are often discussed behind their back, however whose behaviour is often tolerated with pure anguish due to one or the other so-called irreplaceable competence. This subject came into public eye more widely in 2004 when Harvard Business Review published in its column Sutton's rule with the word asshole being printed a total of eight times. It is true that the usually conservative magazine had tried more than once to get a more censored alternative to be used by Sutton, but he remained firm - only asshole conveys the true meaning of the business rule. What followed the publication turned out to be phenomenal: open discussions, immense public support, and, in addition, companies even started to create their values based on this very rule. This was the official beginning of the no jerks allowed era!
Certified or I-am-just-having-a-bad-day jerk?
This very rule has clearly defined who is acting like a jerk temporarily (just having a bad day, but the person himself is actually pleasant in all possible ways) and who is a real devil (i.e. a certified jerk). There are all sorts of jerks: those who insult publicly as well as hypocrite backstabbers. A jerk can be identified based on the following indicators: after becoming into contact with a potential jerk candidate, one feels humiliated, drained, and/or a worse person. Meaning - it is highly likely that the jerk title is well deserved. Also, they often target those who have less power.
15 manners of meanness
Sutton has highlighted a dozen ways of being mean practised by certified jerks on regular basis:
- personal insults,
- invading other person's personal space,
- unwanted physical contact,
- verbal as well as non-verbal threatening and intimidation,
- sarcastic jokes and picking on the other person,
- mood-spoiling written emotional outbursts,
- reminding of one's status with an aim to humiliate the other person,
- public humiliation and deprivation the other person of their status,
- rude interruptions,
- hypocritical attacks,
- scornful looks,
- treating the victim as non-existant.
I also add to the above list:
- yelling at an other person (I have never understood why some people think that they have the right to talk to another person in a high-pitched voice),
- emotional manipulation (e.g. making the other person feel guilty),
- stubborn, clearly spiteful, and demonstrative keeping quiet.
Reaching the question whether the establishment of a jerk-free zone is merely a baby-blue dream, then I believe that it can be totally achieved, once 0-tolerance to the above mentioned 15 manners of meanness is applied.
The golden 12 of the jerk-free zone:
1. Walk the talk
You have applied the no jerks allowed rule in your organization. Maybe it has even become one of your core values? The written down rules are, however, meaningless as well as hypocritical when they are not practised. Follow the rules always and in anyone's case!
2. Good people recruit good people...
...very much the same as jerks recruit jerks. Keep jerks as far as possible from the recruitment process, and instead involve civilised professionals.
3. Get rid of jerks - fast!
You have a jerk in your company whom you have tried with no results whatsoever to go cold turkey, and due to whom the organization as well as its people suffer? There's no point in prolonging this painful process. Very often people feel an enormous sense of relief once the jerk is gone, and sometimes it is even asked: "Why did we wait that long after all?" Just a reminder - nobody is, unfortunately or fortunately, irreplaceable which is why there is no reason to put up with any jerks.
4. Power to the right hands
Sometimes it seems that power turns also the nicest people into complete demons. Should that be the case (when a previously lovely person has basically overnight turned into a powerful jerk) , then don't be afraid to address it.
5. Make the organization flat
Every organization has people with different levels of responsibility, but the more the principle of "We are all equal as people" is applied, then the less likely it is that people abuse their position.
6. Constructiveness is IN
Create an organization with a healthy debating culture. Constructive approach allows learning as well as provides results. For example, follow the advice of Karl Weick, an American organisational theorist: fight as if you were right, and listen as if you were wrong.
7. Your colleagues are not your enemies nor rivals
It is not said in vain that if you want to go fast, then go alone; if you want to go far, then go with others. Any organization is a unit of people who (presumably) all stand for the same values and work for the shared goals. Together, friends, together!
8. Jerk, know thyself!
As a leader, you have to have the guts to look at yourself, consciously admit one's shortcomings, and develop oneself continuously. Be careful in labelling others jerks, however react swiftly should you notice that a jerk in you starts raising its ugly head.
9. Application of anti-jerkness is not only the management's job
This rule functions only when everyone in the organization is involved in it. How could one Manager possibly be a role model for all Employees as well as Customers? However, when each and everyone understands, accepts, and follows the applied anti-jerkness rule, then people are willing to take responsibility for it as well as eliminate the "tar drop from the pot" should it be necessary.
10. The preventive da Vinci rule
Leonardo da Vinci once said: "It is easier to give up on something in the beginning than in the end." True, since the more you have contributed your time and energy into something, the harder it is to give up on it later. No matter how pointless and horrible it could then be. The Da Vinci's rule could save you from joining a company that from distance seems like a bright pink dream, however which shows its true colours in time. Carry out a proper background research and talk to ex-Employees - this could save you from a huge disappointment.
11. Invest wisely, not into a jerk
Jerks are expensive - that's a fact. Jerk as a member of a team brings along pretty decent expenses, and in order to calculate it all together, you have to put down all the details of the outgoings: the number of working hours spent on a jerk by his direct Manager as well as HR people; the compensations paid to people who have left due to him and the recruitment costs of new ones; (external) professional coaching and training of a jerk. Is it all worth it or would it be more reasonable to invest all this money into the right people instead?
12. Don't replace jerks with weaklings and polite clones
Avoid being extreme in your choices: currently I am only talking about the filtering out, upon possibility changing or getting rid of people who are harmful to others. Not all people can be emotionally intelligent and there are plenty of valuable Employees who may be socially less capable, yet are still excellent and professional human beings. Nolan Bushnell, the founder of a successful video games development company called Atari, has said: "Sometimes the best Engineers come in bodies that cannot speak." And that is absolutely fine!
Who doesn't like happy endings? Here you go, I've got one for you
Michael Dell (the founder and the CEO of the gigantic Dell Technologies) and Kevin Rollins (the former President and CEO of Dell) are both well-known for their jerk-like behaviour. When Dell has been described as impatient and unappreciative, then Rollins as highly critical, stuck in his own opinion, and a lousy listener. For a long time, neither of them realised how much fear and frustration they spread in the company.
Having said that, there is still light at the end of the tunnel. Both men have been consistently working on themselves in order to rid themselves of the jerk status. This includes, for instance, regular 360-degree feedbacking, and Rollins has even got himself a soft toy named Curious George in order to remind himself daily to be open to the ideas of others. Also, the ideal leader profile applicable so far in Dell has been changed, and now the main focus is lying on listening to people as well as treating them with respect. Once Dell and Rollins started publicly talk about their flaws, it has encouraged also other leaders to do the same and call to order their colleagues should it be necessary.
Gosh, how I love happy endings!
Article published in Estonian under the title of "Ei troppidele!" in a leadership magazine Director (July 2017).
The Secretary informs Jobs that Mr Osborne will be back in the office the following morning, and asks whether he would like to leave a message.
"Yeah," says Steve, "tell Adam that he is an asshole."
Whilst the Secretary is trying to figure out how to react what she has just heard, Steve continues: "One more thing. Apparently Adam is interested in Macintosh. Tell him that Macintosh is so good that he will be probably buying some of it also for his kids, and this despite the fact that Macintosh will drive his business to bankruptcy!"
This is Jobs' phone message to the CEO of Osborne Computer Corp, his then competitor, in 1981.
The words of Steve Jobs (let him rest in peace!) turned out to be prophetic: Osborne Computer Corp closed its doors a few years later. When typing in Google's search engine Steve Jobs asshole, then one gets approx. 648 000 hits. It is so easy to label someone who gets on our nerves (sometimes even just due to them existing) a jerk. However, let's make it clear at once that I do not believe anyone being thoroughly a jerk, yet I cannot ignore the fact that there are people who (from time to time) act like ones.
Anti-jerkness is actually a real business rule that was created by Robert Sutton, an American Professor of Management Science. In his bestseller "The No Asshole Rule", he is more juicy than I am in his choice of words in regards to bullies, but I (in my well-mannerism) stick to the term jerk. I believe that I can claim on behalf of the majority that we all want to work daily in a jerk-free zone - amongst supportive, inspiring, and good (like really-really good) people. Who is classified as a certified jerk and how a jerk-free environment can be established? As you know, one drop of tar can ruin the whole pot of honey. And this is exactly what I am going to talk about.
About jerkness - from the very beginning
There always have been and always will be those "honey pot ruiners" who are often discussed behind their back, however whose behaviour is often tolerated with pure anguish due to one or the other so-called irreplaceable competence. This subject came into public eye more widely in 2004 when Harvard Business Review published in its column Sutton's rule with the word asshole being printed a total of eight times. It is true that the usually conservative magazine had tried more than once to get a more censored alternative to be used by Sutton, but he remained firm - only asshole conveys the true meaning of the business rule. What followed the publication turned out to be phenomenal: open discussions, immense public support, and, in addition, companies even started to create their values based on this very rule. This was the official beginning of the no jerks allowed era!
Certified or I-am-just-having-a-bad-day jerk?
This very rule has clearly defined who is acting like a jerk temporarily (just having a bad day, but the person himself is actually pleasant in all possible ways) and who is a real devil (i.e. a certified jerk). There are all sorts of jerks: those who insult publicly as well as hypocrite backstabbers. A jerk can be identified based on the following indicators: after becoming into contact with a potential jerk candidate, one feels humiliated, drained, and/or a worse person. Meaning - it is highly likely that the jerk title is well deserved. Also, they often target those who have less power.
15 manners of meanness
Sutton has highlighted a dozen ways of being mean practised by certified jerks on regular basis:
- personal insults,
- invading other person's personal space,
- unwanted physical contact,
- verbal as well as non-verbal threatening and intimidation,
- sarcastic jokes and picking on the other person,
- mood-spoiling written emotional outbursts,
- reminding of one's status with an aim to humiliate the other person,
- public humiliation and deprivation the other person of their status,
- rude interruptions,
- hypocritical attacks,
- scornful looks,
- treating the victim as non-existant.
I also add to the above list:
- yelling at an other person (I have never understood why some people think that they have the right to talk to another person in a high-pitched voice),
- emotional manipulation (e.g. making the other person feel guilty),
- stubborn, clearly spiteful, and demonstrative keeping quiet.
Reaching the question whether the establishment of a jerk-free zone is merely a baby-blue dream, then I believe that it can be totally achieved, once 0-tolerance to the above mentioned 15 manners of meanness is applied.
The golden 12 of the jerk-free zone:
1. Walk the talk
You have applied the no jerks allowed rule in your organization. Maybe it has even become one of your core values? The written down rules are, however, meaningless as well as hypocritical when they are not practised. Follow the rules always and in anyone's case!
2. Good people recruit good people...
...very much the same as jerks recruit jerks. Keep jerks as far as possible from the recruitment process, and instead involve civilised professionals.
3. Get rid of jerks - fast!
You have a jerk in your company whom you have tried with no results whatsoever to go cold turkey, and due to whom the organization as well as its people suffer? There's no point in prolonging this painful process. Very often people feel an enormous sense of relief once the jerk is gone, and sometimes it is even asked: "Why did we wait that long after all?" Just a reminder - nobody is, unfortunately or fortunately, irreplaceable which is why there is no reason to put up with any jerks.
4. Power to the right hands
Sometimes it seems that power turns also the nicest people into complete demons. Should that be the case (when a previously lovely person has basically overnight turned into a powerful jerk) , then don't be afraid to address it.
5. Make the organization flat
Every organization has people with different levels of responsibility, but the more the principle of "We are all equal as people" is applied, then the less likely it is that people abuse their position.
6. Constructiveness is IN
Create an organization with a healthy debating culture. Constructive approach allows learning as well as provides results. For example, follow the advice of Karl Weick, an American organisational theorist: fight as if you were right, and listen as if you were wrong.
7. Your colleagues are not your enemies nor rivals
It is not said in vain that if you want to go fast, then go alone; if you want to go far, then go with others. Any organization is a unit of people who (presumably) all stand for the same values and work for the shared goals. Together, friends, together!
8. Jerk, know thyself!
As a leader, you have to have the guts to look at yourself, consciously admit one's shortcomings, and develop oneself continuously. Be careful in labelling others jerks, however react swiftly should you notice that a jerk in you starts raising its ugly head.
9. Application of anti-jerkness is not only the management's job
This rule functions only when everyone in the organization is involved in it. How could one Manager possibly be a role model for all Employees as well as Customers? However, when each and everyone understands, accepts, and follows the applied anti-jerkness rule, then people are willing to take responsibility for it as well as eliminate the "tar drop from the pot" should it be necessary.
10. The preventive da Vinci rule
Leonardo da Vinci once said: "It is easier to give up on something in the beginning than in the end." True, since the more you have contributed your time and energy into something, the harder it is to give up on it later. No matter how pointless and horrible it could then be. The Da Vinci's rule could save you from joining a company that from distance seems like a bright pink dream, however which shows its true colours in time. Carry out a proper background research and talk to ex-Employees - this could save you from a huge disappointment.
11. Invest wisely, not into a jerk
Jerks are expensive - that's a fact. Jerk as a member of a team brings along pretty decent expenses, and in order to calculate it all together, you have to put down all the details of the outgoings: the number of working hours spent on a jerk by his direct Manager as well as HR people; the compensations paid to people who have left due to him and the recruitment costs of new ones; (external) professional coaching and training of a jerk. Is it all worth it or would it be more reasonable to invest all this money into the right people instead?
12. Don't replace jerks with weaklings and polite clones
Avoid being extreme in your choices: currently I am only talking about the filtering out, upon possibility changing or getting rid of people who are harmful to others. Not all people can be emotionally intelligent and there are plenty of valuable Employees who may be socially less capable, yet are still excellent and professional human beings. Nolan Bushnell, the founder of a successful video games development company called Atari, has said: "Sometimes the best Engineers come in bodies that cannot speak." And that is absolutely fine!
Who doesn't like happy endings? Here you go, I've got one for you
Michael Dell (the founder and the CEO of the gigantic Dell Technologies) and Kevin Rollins (the former President and CEO of Dell) are both well-known for their jerk-like behaviour. When Dell has been described as impatient and unappreciative, then Rollins as highly critical, stuck in his own opinion, and a lousy listener. For a long time, neither of them realised how much fear and frustration they spread in the company.
Having said that, there is still light at the end of the tunnel. Both men have been consistently working on themselves in order to rid themselves of the jerk status. This includes, for instance, regular 360-degree feedbacking, and Rollins has even got himself a soft toy named Curious George in order to remind himself daily to be open to the ideas of others. Also, the ideal leader profile applicable so far in Dell has been changed, and now the main focus is lying on listening to people as well as treating them with respect. Once Dell and Rollins started publicly talk about their flaws, it has encouraged also other leaders to do the same and call to order their colleagues should it be necessary.
Gosh, how I love happy endings!
Article published in Estonian under the title of "Ei troppidele!" in a leadership magazine Director (July 2017).
