Right on...

Seth Godin writes on his latest entry:

Deep technical competency is overrated compared with the ability to make excellent decisions and to create a culture where forward motion is valued and personal initiative is rewarded.

He also writes:

He's the first one to point out a minor technical glitch and the last guy to want to get on board with a new program. He hazes first-timers and avoids the people who are actually productive. Or he's the one who can take any metaphor and make it literal, instantly, poking holes in it as he goes.

And:

The good news is that the bully knows this, and the only reason he gets away with being a bully is that he thinks he's got you bluffed. Call his bluff and odds are you'll have a much more cooperative team, top to bottom.

My mom told me that if I don't have anything nice to say, stay quiet.

So...

I am keeping my mouth shut.

Photo by JK5854; thanks!

Comments

[Eric the Red]

Maybe the real problem is that technical guys with deep knowledge usually can't stand glib marketing a-holes who spout buzzwords in lieu of actual understanding.

[Torley]

The same is true of jerkass customers who berate staff: "If I worked for you I'd have this all fixed in a heartbeat!"

If more people spoke up and acted out (appropriately, of course) about these bullies, we'd have healthier workplaces for employees and customers alike.

[Philip Tiongson]

Hi Eric the Red - You're most likely right. Based on my experience, those who think through things more deeply and apply knowledge to problems are more likely to be a bit on the quiet side: I call them the "silent pillars of strength". They get 'overshadowed' by the glib ones who think they know everything - and who think they are God's gift to any and every problem in the world. In these times of challenges, I believe that these pillars of strengths will rise. And those with the gift of glib will probably have to learn to live with that - whether they like it or not. The spotlight no longer solely shines on them. That's the beauty - if I can call it that - of times of adversity: you get to see those that can and will deliver because they know what they are doing deeply - and be differentiated from those who are simply sailing through and riding on others'.

[Philip Tiongson]

Hi Torley -

Thanks for the comment. Indeed, you are right: if we called the bluff of these these bullies. we'd have a better workplace environ at work and in our lives.

For co-workers, I find it easier. I do call people's bluff when I know it just isn't right. I either insert myself between the bully and the bullied or by making a few moves that would make them more inspired and empowered. (I am not perfect, however - because I know I can be a bully, too... and sometimes, my moves have 'unintended consequences'.)

For customers who berate staff, it's a lot more difficult: We still live in a world of "customer is king" whether we like it or not. Calling their bluff is sometimes difficult particularly in challenging financial scenarios. But there is a limit, of course: When a customer no longer respects the "humanness" of another, that's when I draw the line. No amount of money or business can take away degradation from bullies - customers or not.

I believe in strategic timing, however: There is a time for one to call the bluff. And that is when one strikes - with full force knowing full-well the consequences of calling the bluff - and potentially, walking away.

Thanks very much for the comment.