Pete Mockaitis
Tessa, welcome to How to be Awesome at Your Job.

Tessa West
Thanks for having me on.

Pete Mockaitis
Well, I’m so excited to get into your wisdom. It’s a frequently-requested topic, difficult bosses and jerks and, “What do we do with them?” So, maybe we can kick it off by you sharing one of the most ludicrous, hilarious, ridiculous examples you’ve encountered, either directly or through people who want to tell you their story, about a jerk at work?

Tessa West
Oh, yeah, I hear a lot of stories. I actually probably hear more, lately, stories of people who really humiliated themselves in an effort to confront a jerk, you know, crying publicly, that kind of thing. So, probably one of the craziest things I’ve encountered, I’ve encountered lots of jerks, and I’ll tell one of those stories in a moment.

But the craziest thing I’ve ever encountered was I was actually giving a talk, I was giving a keynote somewhere, and it was a whole bunch of powerful people in the room, C-suite for a huge Fortune 500 company, and we’re all going around the room and talking about our goals and listening and all this kind of stuff.

And, all of a sudden, one of the women at the table, one of the roundtables, just started bawling, and she stood up and she grabbed the mic, and she had this whole like speaker truth moment in front of all of her coworkers where she just lambasted them for ignoring her, disrespecting her, stealing credit, basically taking over her, talking over her in meetings, cutting her out of email chains, and stood up there like snot dripping down her face, tears coming out, holding the mic, and just went off on this crazy speech.

And, at some point, the president of the company just stood up and said, “For God’s sake, can someone grab her a box of Kleenex?” and it really destroyed the mood and made it really uncomfortable. And I thought to myself, “This is what happens when we let our jerks at work take over for so long and we don’t confront, and then we just explode on them in these really inopportune awkward situations.”

So, that was kind of one setting where I was just surprised at what happens when people feel like they’re targets of jerks and they don’t actually do anything about it. It just kind of happens like that. Terrible, terrible moment.

Pete Mockaitis
Whoa. Well, did you ever get to find out how things unfolded in the weeks and months afterwards?

Tessa West
Well, I talked to her in the bathroom afterwards. It was very high school. It felt like high school. I went up to her, and I ran into her in the bathroom, and the problem was she couldn’t show her face like in the intermission. She felt so uncomfortable. But, yeah, I did follow up with her and she felt like it sort of helped break the ice to have these conversations.

But, at that point, things had gone so far that she didn’t feel like they could really be remedied. She felt like she had to leave her job, which was crazy because she held this really high-up position in the company, and she just felt like, at that point, no one respected her. Now, they thought she was super histrionic and dramatic so there’s no kind of saving the moment for her.

Pete Mockaitis
Well, I think that is a dramatic story and I think it really is a nice cautionary tale in terms of, this is what can happen if you let things get out of control, even though you may very well, legitimately, be the victim and not at all to blame. If you sort of continue taking it long enough, this might be in your future or other negative outcomes.

Tessa West
Definitely, you don’t want this in your future but it’s possible.

Pete Mockaitis
Yeah. All right. Well, that’s a powerful story to tee this up. Thank you. So, yeah, we’re going to talk about jerks at work. Maybe, could you share perhaps one of the most surprising or most counterintuitive discoveries you’ve made when it comes to your research on the area?

Tessa West
Yeah, I think when most people think about jerks at work, the first question they have is, “How do I confront a jerk at work?” And I actually find in our research that, probably 50% of the time, confronting that person is not a good idea or at least it’s not a good first step, that you need to do lots of other things before you’re ready to confront someone, like collecting data, and finding how why it’s part of the problem, and whether you’re the only victim, and all these kinds of things.

But I also think people are always surprised when I tell them that when you confront someone, you have to think about it like you would confronting your spouse or your child about something they’re doing that they dislike, and kind of use those same strategies – backing into the problem, opening with a compliment or things you want to see them do more of, before you actually talk about the problem behavior.

And people are surprised at that because they think to themselves, “It doesn’t feel like my job to tell someone ‘You’re great’ when they’re terrible.” And I kind of have to remind them that it kind of de-fangs the conversation a little and reduces the threat. But, also, to remind them that no one likes having their flaws spelled out to them in detail. It’s an uncomfortable experience, even people who you think deserve it.

And so, I think we have this instinct to confront, to lay out people’s flaws, to tell them how they make us feel, and I actually don’t think any of those things are good ideas when it comes to confronting jerks at work.

Pete Mockaitis
Okay. Well, that’s intriguing. So, you said half of the time, we shouldn’t do it at all. How do we make that determination and what should we do instead?

Tessa West
That’s a great question. I think it really depends on the kind of jerk you’re dealing with. But often, it’s the case that you might want to talk to someone about your jerk but it’s not the jerk themselves. So, one example of that would be dealing with a kiss-up-kick-downer. So, these are those people that if you work in a competitive workplace, they’re mean to everyone who works with them in the same level or beneath them, but the boss loves them because they bring some kind of talent to the team.

So, this kind of instinct to go and tell them, “Stop bullying me. I know what you’re doing,” kind of what we learned growing up in school to stand up to the bully, so to speak, often backfires because they just get more conniving and more clever in their strategies. And so, confronting them doesn’t really get you where you need to be. You need to talk to your boss about the person, and kind of there are some strategies behind that. But, actually, confronting an intentional jerk often backfires.

Another example of that is a gaslighter. So, if you’re being gaslit by a boss who’s cutting you off socially and building an alternative reality, and they’re doing it for some reason or something they’re trying to hide, going to them and saying, “I know what you’re up to. You’re gaslighting me,” is just going to make them more strategic as well, and so you really have to back out of that relationship, kind of build some protection, build a little bit of a barrier up, find allies and so forth, and get the help of other powerful people to exit that relationship but you never actually want to confront that person.

Of course, that’s not the case for all jerks. Lots of them, you actually do need to talk to. But the ones that are intentionally trying to sabotage you, confronting them and telling them that you know what they’re up to and they should stop bullying you, almost never works.

Pete Mockaitis
And then, yeah, how do we discern whether you’re dealing with an intentional jerk or an accidental jerk, like, “Oh, oops, I’m sorry. I didn’t realize I did that, and I didn’t realize you hated that. Oh, geez. Excuse me. My apologies”?

Tessa West
Yeah, I think that there’s degrees of sensitivity that people have and what they express, but if you really try to understand why someone’s doing what they’re doing, that often kind of provides insight into whether they’re intentionally being a jerk. So, for example, if someone is stealing credit, you can tell if you work in a team or in an organization where everyone is just throwing ideas in the air, it’s really disorganized, and then in the end you try to grant credit.

Credit-granting and mis-granting kind of often happens in these teams. And, usually, when we’re the target of that, we feel like someone stole our credit but, often, that’s not really the case. It’s kind of part of the process of us being disorganized and people not keeping track of who said what. So, in situations where’s there’s ambiguity around behaviors, there’s lack of role clarity, we don’t really know who’s suppose to be doing what, who’s in charge of what, that’s where you often get things like free-riding and credit-stealing that might not be necessarily motivated to torture people or ruin people’s lives, but more kind of a product of the situation.

Kind of the most classic example of this is micromanagers. We often think they’re trying to torture us and they don’t trust us, but more often than not, they’re micromanaging because they’re not being managed properly because they were promoted, because they were good at your job not managing, and there’s a lack of clarity from above on what they should be doing.

So, if you kind of look at the origins of their behavior in combination with the context in which you’re working, you often get insight into just how intentional this behavior actually is and how much of it is just we work in a place where there’s such, this kind of lack of clarity about what’s going on that this kind of accidental jerkery can happen.

Pete Mockaitis
Yeah, that’s handy. And I’m sure it varies so much but I’ll try to put you on the spot nonetheless. Do you have a sense of roughly what percentage of the time when we perceive jerkery? Is it intentional versus misunderstanding, disorganization, some other factor?

Tessa West
So, is your question, “How often do we think that someone is being a jerk because of intention?”

Pete Mockaitis
I guess when we perceive, when we suspect someone is a jerk, what proportion of the time is that actually the case versus “I’m misunderstanding”?

Tessa West
Yeah, I think I’m going to answer your question in two ways. First, almost no one admits to being a jerk so no one thinks they’re being a jerk. Second, almost everyone thinks if someone is being a jerk, they’re doing it on purpose. So, we have this bias to attribute people’s terrible behaviors to their individual personalities, so we almost always think that someone is doing it intentionally. I’d say probably 50% of the time they’re not.

And, in fact, I talk about some extreme cases in my book, like the gaslighter, but those are actually fairly rare. What we usually get is kind of low-level stuff that occurs under ambiguous situations where we actually don’t know the root cause of the behavior but we assume it’s because they’re a jerk, and they’re intentionally trying to be a jerk. So, I think most of us believe that but, probably half the time, there’s not really much intention behind it. If anything, people are just completely misguided in what they think is a good idea often at work.

Pete Mockaitis
Okay. Well, you mentioned a few of the types of jerks at work, and, in fact, you’ve got a listing of seven. So, maybe for completeness’ sake, could you give us the quick definition of each of the seven, like the name, the definition, and perhaps a quick do and don’t for each of them?

Tessa West
Sure. So, the first is the kiss-up-kick-downer, so I mentioned this one before. This person is horrible to everyone at the same level as them or beneath them but the boss loves them. And so, a do for dealing with these folks is do try to find an ally who’s a little bit outside of your immediate social network who can connect you to other victims so you can learn how widespread the problem is.

Then once you have that information, you can go to your boss to talk to them about it but we can much more convince them they should do something if they think there’s other victims. Don’t try to confront this person and tell them that you know what they’re up to and you’re going to tell on them. They know that they already have the approval of the boss and that they have the upper hand, so doing that is just going to make them even tricks-ier than they already are.

The next one is the credit stealer. So, these tend to be our friends, our confidants, sometimes even our bosses or managers, and what they do is steal credit for your ideas and for your hard work. And I think these folks are often really difficult to deal with because sometimes it’s intentional and sometimes it’s not. So, do pre-processes to help make it really clear from the onset who’s done what work so that it really kind of nips credit-stealing in the bud. Credit-stealing is borne out of bad processes. It’s not usually the product of a person who’s trying to steal credit. These people have to thrive in these situations.

Don’t accuse a credit-stealer of stealing credit. So, this is one of those examples where the minute you accuse them of credit-stealing, probably 80% of the time, they’re going to come back and say that they did more work than you realize they did because we all have a bias to think we contributed more than we actually did, so you’re just kind of in a conflict with these people if you do that.

The next is the bulldozer. So, these people tend to hold power and status at work. They talk over everyone, they’re loud, in the age of Zoom, they’re the ones whose camera takes up the whole screen, the rest of us kind of zone out when they talk, but they also go behind the scenes to kind of pull levers of power. So, if they don’t like a decision the group is making, they’ll go to the boss or the boss’ boss and kind of talk them out of siding with the group.

So, one thing that you don’t want to do is just try to trample down or stomp down on a bulldozer. What you want to do instead is redirect them. So, use that attention that they have, that loud-mouthiness, to actually echo contributions of younger people. And when you do this, it actually makes them kind of feel a little bit more included. You also have to go behind the scenes a little bit and talk to that boss and talk to the boss’ boss as a group to kind of even out the different perspectives that they’re hearing.

The next one is the free-rider. So, this is the most common type of colleague that we have. These people have charisma for days, they tend to be really well-liked, they take advantage of their social skills to get away with doing nothing on teams. And so, our tendencies to want to confront them and accuse them of free-riding and doing nothing, but like some of the other jerks at work, when you do this, what ends up happening is they’re already disengaged, now they feel shamed so they’re going to disengage even more. They’re going to pull back even more.

And I could tell you an interesting story of a free-rider I know who did this exact same thing. What you want to do instead is to re-engage them, is remind them of why you wanted them on the team in the first place. What about them did you like? Were they creative? Did they help sort of provide socially groove, whatever it is? And then get on a really clear schedule of how you’re going to get them re-engaged back in the team. So, don’t listen to things like vague platitudes, “Oh, I’ll make it up to you, I promise.” You need like a week-by-week exact strategy of how they’re going to do it and what they’re going to do.

And then the next three chapters are about managers. So, micromanagers who are really common at work, these folks tend to have top-down control over everything you do no matter how small or big, and they do it equally to everybody. And so, our tendency with these people is to go to them and tell them how they make us feel, “You’re smothering me,” or that we don’t trust them. But the reality is, these usually aren’t the issues behind micromanagement.

So, instead of doing that, do have a conversation about higher-level goals, what are your goals and what are theirs, and you can kind of back into the micromanagement, but the problem is that you’re misaligned on what you should be doing at work. You want to come up with a plan of how to actually become aligned. The best way to do that is to have specific goals and then weekly check-in meetings or that 15 minutes to stay on task. A lot of us don’t want to engage more with a micromanager but that’s the best thing to do because it gives the relationship structure.

Then we have the neglectful boss. They’re kind of the opposite of the micromanagement coin. So, these folks tend to do this disappearing act for weeks, sometimes months at a time, but then they freak out and they panic that they’re out of the loop, so they show up at the last minute and then they micromanage you at the worst time. They create massive amounts of uncertainty because you don’t know when they’re going to show up.

So, our tendency for these folks is to tell them that they need to meet with us, that’s it’s an emergency, write these emails that say in all caps and bold, “URGENT. CALL. I NEED TO MEET NOW.” But, instead, what you need to do is two things. Offer to offload some of their work to kind of re-engage them. Some of the work that they’re doing you could do more efficiently. And then the other thing that you want to do with these guys is actually give them a longer period of time in which they can set up meetings with you. So, instead of 24 hours, give them two weeks because they’ll be less stressed out, they’ll be more likely to engage.

And then the gaslighter. So, these are the kind of really sinister sociopathic jerks at work who lure you in either with the promise of being a part of something special, a little bit like a cult leader, or the threat that if you don’t what they say, you’re going to get fired. And then they isolate you from everyone at work and they create an alternative reality.

So, what you don’t want to do is tell them you caught them lying, that you know what they’re up to, and what you do want to do is document everything they do, don’t have any meetings that don’t end with kind of minutes taken at the end that you send to them. You want to make sure you do those things. And then you need to build up your relationship brick by brick. The thing that they actually intentionally destroy, you have to recreate.

And then you’re going to go to your allies and actually get them to help you form connections with other people in power who can help you exit out of this relationship, but you can’t do this one alone. You absolutely have to rely on your social network at work to escape a relationship with a gaslighter.

Pete Mockaitis
And when you say create an alternate reality, I imagine there’s many ways you could accomplish that. Could you give us a rich story that brings it all together?

Tessa West
Yes. So, a couple of the stories that I talk about in my book are related to idea theft. So, sometimes what happens at work is you have someone who used to be really special, who used to be kind of at the top of their game and really creative, and everything was going well for them, but then just one day, things dry up.

And so, I’ve heard this story, I’ve heard it in marketing, I’ve heard it in academia, I heard it in business, industries that require creativity, one day the boss just doesn’t have it anymore, and they panic and they don’t know what to do. And so, what they end up doing, or at least in the examples I talk about, is they start stealing ideas from other people.

They start downloading documents on shared Google Drives. The idea theft kind of starts out small with maybe a little suggestion of what to do that they haven’t thought of, and over time, they have completely built this reality of coming up with something new and novel that they really just stole from another person.

And, in the example I talk about in the book, the person who’s on the receiving end of this gaslighting believes that their manager or their boss has put together this new creative project, this kind of groundbreaking marketing plan and, in reality, it was all stolen. But the gaslighter had to create a whole bunch of lies so that person wouldn’t detect the stealing. They wouldn’t know that Google accounts were hacked and that kind of thing. And the way they do that is they make sure they don’t talk with these other people who are actually coming up with these ideas. They’re totally isolated from kind of the creative energy of the team and then they’re able to get away with it.

In academia, this has happened a bunch, and in science where people make up data. A couple professors have gone down pretty hard for not just making up data but making up staff that ran the data…

Pete Mockaitis
Like, whole persons. Like, inventing names and…

Tessa West
…fake people who collect these, all this crazy stuff. But you had to be gaslit to really even believe any of these crazy kinds of alternative lab world with fake employees and fake data, and the only way that they accomplish this, down to like fake names, fake interviews, fake pictures, is because they never actually interacted with anyone at work that would tell them, “That’s not a real person. No one has ever seen them around.” So, it takes quite a lot to have fake employees and fake ideas and all of this kind of stuff. It takes really having no interaction with other people who could ever fact-check that stuff.

Pete Mockaitis
Wow, yeah, that’s intriguing. And so, that’s an alternative reality alright with all sorts of details and inventions. Okay. And you said you had a free-rider story as well. Do tell.

Tessa West
Yes, so kind of the one lesson I’ve learned about calling out free-riders is these individuals tend to be very socially sensitive. They get away with free-riding because they’re well-liked and they can make good dinner reservations and they know all the gossip. So, what happened in my situation was we called out a free-rider, told this person we knew they weren’t doing anything, thought because they were socially motivated and cared what we thought that would get them to re-engage, but it was just the opposite.

And he felt so uncomfortable in meetings that what he did was he set his cell phone to ring, to pretend ring, at the last 10 minutes of the meeting so that he could exit the room before everybody else did so he didn’t have to talk to anyone. But it was the sound on an Apple iPhone of the alarm so we all knew it wasn’t a real ring. It was just the alarm going off, but he would pick up his phone when the ring went off, and say, “Hello? Oh, I’m sorry, everyone. I have to leave a few minutes early,” and leave so that he didn’t have to interact with us.

And I kind of realized later that that was kind of motivated by this extreme discomfort with hanging around too long with team members that had kind of shamed him for doing nothing, and it backfired. It was really hard to re-engage him once we had done that. He had pretend phone rings going off so he didn’t have to talk to us.

Pete Mockaitis
I see. And so then, the better plan is to get a very specific gameplan in terms of, “These are your tasks over the next few weeks that you’re going to be owning,” and then it’s kind of like black and white there.

Tessa West
I think it’s black and white. I think the first step is to re-engage them by saying, “We miss you so much. These were all the great things that you brought to the team,” even if it pains you in your role and your rolling your eyes the whole time, kind of reminding them why you liked them, really helps kind of get over that hump, and it helps them with that shame feeling of being called out.

There’s this great research on free-riders showing that even if you show them evidence of their free-riding, they almost never admit it. And so, this is something that just people don’t ‘fess up to. So, actually, you don’t want to end up in this debate with them over whether they did it or not, how bad of a person they are or a team member. You really just want to talk about, “What we’re going to do moving forward, but also what we want to see more of out of you, what we really like, and wish that we had more. We miss that kind of thing.”

Pete Mockaitis
Yeah. I’m thinking about some free-riding experiences, and it was kind of odd that it’s sort of like there is incontrovertible evidence, like, “So, in your timesheet, you marked this amount of time, and, yet, here we see in the Skype notes how long this meeting actually took with me, and yours is much longer.” It was really weird actually.

Tessa West
Yeah, it’s really disconcerting when someone won’t admit to something that’s so obvious. It’s like they’re five years old and their face is covered in like brownie batter, and they’re like, “I didn’t eat the brownies.”

Pete Mockaitis
And let’s talk about just that concept. I’ve got a buddy, and we’ve talked about this a few times in terms of, I don’t know what the construct is. Is it humility, self-confidence, something? But in terms of like I have enough humility to know that I’m wrong. I make mistakes. I misperceive things. And I often realize that there are multiple sides to each story, etc.

And, yet, so if someone comes out confidently saying something that doesn’t seem quite right to me, I can be like, “Well, that doesn’t quite seem to check out but, boy, they seem so confident about that.” Like, I tend to just almost fall for it. And then, I remember once I was having a steak dinner, and I thought, “This is weird. This doesn’t taste very good.” And I love steak and the restaurant seemed expensive enough such that it should be good. And I thought, “Huh, so there must be something wrong with my sense of taste or smell. Maybe I’ve got COVID again.”

Tessa West
Again.

Pete Mockaitis
And then I thought, “Well.” And I said, “Well, that’s interesting, Pete.” Like, I’m here talking to myself internally, like you question your very ability to perceive things rather than…I guess I just give people the benefit of the doubt, like so aggressively until it’s like I’ve got multiple incontrovertible points of data, and it was like, “Nope, you’re dead to me.”

And so, I don’t know. Help us out, Tessa. If we’re just too nice, forgiving, proactive benefit of the doubting, humble, easily swayed by a very confident talker with something that doesn’t quite seem right, how do we recalibrate?

Tessa West
Seem Pollyannish. So, first off, you’d make a great gaslighter victim. They would love you because they’ll make you feel really special, and that’s kind of the first move of the gaslighter, and you’ll buy it and think, “This person is so positive and encouraging. They give me so much attention,” all of these wonderful things make you susceptible.

But I would like to kind of walk up to you and whisper in your ear this one fact that you’ve got to keep in mind, which is ability to read people, an emphatic ability, and confidence in that ability are correlated almost zero in the real world. So, if you encounter someone who comes across as super confident and knows what they’re talking about and has really strong opinions, that’s probably completely uncorrelated with their actual abilities.

In fact, some people are great and think they’re terrible, and some people are terrible and think they’re great. There are very few things in social psychology with such a weak correlation as ability, actual ability to perceive and read people, and your confidence in doing so. But we still think that confidence means competence. We mix them up all the time. It’s a really common thing people do, but those two things are also completely unrelated. In fact, there are some stats that are showing they’re negatively correlated. The louder you are, the less competent you actually are.

Pete Mockaitis
Okay. Well, appreciate that whisper and that’s handy in terms of gathering that. And so then, if we find ourselves in that situation, is there a great next step in terms of getting, I don’t know, is it just like gathering some evidence, or doing a test, or talking to somebody? It seems like a little extra dose of information could be very handy.

Tessa West
A dose of information and don’t kind of follow the temptation of talking to your best friend at work who you see as your kind of shared-reality person. So, most of us have, if we’re lucky, one person at work that we’re always on the same wavelength with that we can talk to them after a meeting, and say, “That felt really weird, right? Like, that interaction between Bob and Jen was strange.” So, our temptation is to always go with this kind of good friends and confidants.

But what you actually want to do is go to people you don’t know that well, those who have a lot of connections with others that are outside of your network because they can give you a real reality check of how widespread the problem is. And for people who are targeted by jerks, the best thing to do is to talk to others who used to work with that jerk and have since left for whatever reason because they’re just more likely…they have less to lose, so they’re more likely to open up, so in so far as you can form any of those kinds of connections.

Sometimes I talk about, a little bit in my book, the surprising connected people. So, when I worked in retail, it was the person who worked at the coffee shop because everybody went there. But now that I’m in academia, it’s actually the IT people who fix people’s computers because they really know what’s up, like they know who’s actually rude and nice and all the juicy stuff on their computers, which isn’t relevant to me but they tend to actually know everybody more than other professors do.

Pete Mockaitis
Oh, that’s true, if they’re rude or nice in terms of like, “Hey, fix this, jerk,” versus, “Oh, thank you so much.”

Tessa West
Some people are really kiss-up-kickdowners. Yeah, they’re so nice to other professors but they treat the IT people like trash. And I actually learned a lot about those folks and what I wouldn’t trust them with just based on that information.

Pete Mockaitis
All right. Well, tell me, we talked about the last three categories, those are bosses, do we play the game any differently when it’s our boss versus just another colleague?

Tessa West
I think so. Some of the basic communication points I’ve made of opening with a compliment or strength and focusing on the behavior, those are really true for everybody. I would say that people almost never give upward feedback to a boss, so people are incredibly uncomfortable having these conversations with bosses, and your tendency is to confront people who are at the same level as you and to just never do it with a boss even if in an exit interview on your way out.

So, I would say that I think it’s not so much that we need to approach this differently because of the status difference, that matters, but it’s more that we have to learn how to confront people who are higher status than us, and we almost never do. So, we have a lay theory that you’re allowed to do certain things with people who are the same level as you or below you, but you’re not allowed to do them if they’re higher status than you.

And I actually think that’s a bigger problem that we need to break, is that we need to learn how to ask for and give feedback to everybody kind of regardless of the level because if we kind of operate with this lay theory of, “It’s cool to have radical candor with your teammate but not your boss,” that’s not going to solve most of our difficult problems at work. And even when you talk to a boss, you’re usually complaining about someone at the same level so you’re still kind of doing it. So, I do think that that matters a lot.

I would say, though, that when it comes to complaining about powerful people, it really helps to have other powerful people on your side who aren’t emotionally invested in the problem. So, in so far as you can connect with other leaders to get their advice, other managers, it really helps to form that kind of network at the top even if it’s just a quick feedback conversation you have with them so they know where you’re coming from, can give you some advice on what works and what doesn’t.

Pete Mockaitis
All right. And then, if things are really nasty, what do we think about in terms of talking to HR, quitting? How do we think about those decisions?

Tessa West
I try to avoid the real egregious stuff in my book, the HR-related stuff, because I think, for the most part, if it’s really terrible in an objective law-breaking way, so Title IX, MeToo, like harassment, those are more straightforward to deal with because people are actually violating their contracts, but HR does not care about the low-level stuff.

In fact, I have dealt with HR a lot as a leader in my department at NYU, and they just like tell us to deal with it ourselves, and then call us complainers if this stuff comes up. So, their bar is really, really high for stuff to care about, and you got to keep that in mind if you want to complain to HR, that nine times out of ten they’re going to say, “This is a little low-level for us. They’re not violating anything. It sounds like you just have some conflict,” but obviously they’re actually abusing you and violating rules, that’s different, but most of the time people aren’t, and that’s kind of an interesting phenomenon where people often claim, “I’m going to report you to HR.”

I had this happen to me because I told him, I told someone not to send an email and he did, and then he told me I was going to report him to HR for complaining about the email. It was so stupid but it’s kind of an empty threat nine times out of ten because HR is busy with the real stuff.

Pete Mockaitis
Okay. Good to know. And then, in terms of leaving, like when do you think it’s severe enough, like, “You know what, this environment is ugh”?

Tessa West
It’s kind about, yeah, breaking up at work is hard, and I think this is something we don’t actually talk enough about, how do we decide when to leave. I think there’s a couple clues. So, the first is figuring out whether your jerk is intentional or not. Are they even aware of the problem? And some jerks that we talked about, like micromanagers and sometimes even bulldozers, aren’t totally aware of just how destructive they are. So, are they aware? So, you go to find that out.

And then you’d have to find out if they have the goal of actually engaging in change. So, are they motivated to change? We know from the close relationships that are, for instance, that if you have conflict in a marriage and one person is motivated to change and the other isn’t, you’re headed for a divorce. There’s really nothing you can do about it unless that person has that motivation. So, you need to find out whether they’re actually motivated to change or they’re just defensive and think there’s nothing wrong.

And then the third thing is what’s the environment you’re working in? Is it a breeding ground for jerks? Not all environments are sort of equally fertile for jerks at work. Some really encourage it, or at the very least don’t do anything about it, and others are really strategic and systematic about making rules and policies that make it hard for jerks to thrive.

So, ideally, you want to work in a place where it’s not super fertile ground, you don’t have this sort of dog-eats-dog hyper competitive culture that encourages things like kiss-up-kickdowners, you don’t have absentee bosses at the top who don’t care what happens. You want a place that’s like a barren desert that these jerks can’t thrive in. So, if you have kind of the ideal environment, plus accountability, plus willingness to admit, or at least understand the problem, then you’re in a much better place. But if those things are missing, then I think it’s actually really hard to stay in that job.

That said, I do worry a little bit about people leaving jobs because of jerks, especially right now. We’re seeing this with the Great Resignation because just because you leave the job doesn’t mean you’re going to find it any better in another place, and you haven’t really developed skills of dealing with this stuff. So, at least, try some of these things first before you’re ready to move on.

Pete Mockaitis
And that’s actually a really great place to be, well, it’s very unpleasant to be. But in terms of if you feel like you’ve got nothing to lose, and you’re ready to leave, or rather than leave right away, try some things, and if they didn’t work, it’s like, “Well, hey, nothing lost. I was ready to be out the door anyway.”

Tessa West
“Nothing lost. I learned what works and what doesn’t.” I’m all about at least you could put forth the effort and you learned something along the way. You learned what strategies might help you in the future. Jerks at work aren’t going anywhere and we can’t control who we work with. And so, this idea that you’re going to go to like a grass-is-greener job, I think, just doesn’t really exist. I think it’s an illusion that a lot of us have. Just wait two weeks, you’ll meet a new jerk eventually, so, yeah.

Pete Mockaitis
And how might we come to conclude that we are, in fact, the jerk at work?

Tessa West
Yeah, no one thinks that they’re a jerk. I have this survey on my website, it’s my book, called “Are you a jerk at work?” And you can take my quiz and get feedback. And I had about, the first hundred people that did it online, 90% of people thought they were the ideal coworker. That can’t possibly be true. I think most of us see ourselves in a pretty glowing light but there’s a couple things you can do.

I think if you’re a leader, you can really look out for your Achilles’ heel at work. What are your weaknesses? What’s the version of you that happens when you’re the most stressed out, getting the least support, and the most sleep-deprived that you are? And all of us have kind of these emotional tendencies that can lead to jerk behavior.

So, if some of us are really anxious, we micromanage. It makes us feel in control. Others of us when we get anxious, we really disengage, we free-ride, or we’re a neglectful boss. So, you got to know what those little triggers are and then you have to put steps in place of what you’re going to do when you experience those triggers. It’s a lot like having a behavioral therapy.

You can’t control the triggers but you can control how you respond to them, and I think it’s really important to learn those and then replace them with healthier behaviors. Don’t just tell yourself, “Don’t do that thing.” Actually, replace it with something else. But they key here is if you hold even just a little bit of power, no one is going to tell you you’re a jerk. It’s rare.

I give people these strategies because no one feels comfortable confronting. Nine times out of ten, you’re never going to find that out in a direct way. You’re going to have to play detective by figuring out who seems disengaged from you, who used to show up and doesn’t anymore, so these kinds of things so you have to really look out for those subtle behaviors in other people.

And then, certainly, if you ask them if you’re problematic, they’re also going to tell you no, so you have to ask them about your specific behaviors. But I really think a lot of this has to do with knowing your own triggers and being honest with yourself about what the worst version of you looks like, and we all have that version.

We probably all saw that version during the pandemic come out at some point, and then just admitting to yourself, “These are my triggers, this is what I do, this is the worst version of me. Here’s how I act. Let’s figure out what I’m going to do instead the next time that trigger comes along and makes me feel that way.”

Pete Mockaitis
Thank you. Well, Tessa, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?

Tessa West
I’d say that if you feel like you’ve been a jerk, it’s okay. You’re in good company. We all have the potential to sort of be both on the receiving end as well as the giving end of these things. And I really want to kind of normalize people talking about and thinking about these jerky behaviors because I think they’re super common, and don’t feel like you are the only one who’s ever been targeted, or the only one who’s ever acted this way. We all have the potential to do these things, and I think it’s just all about learning smart, short, simple strategies on what to do about it.

Pete Mockaitis
All right. Well, now, could you share a favorite quote, something you find inspiring?

Tessa West
You know, I had a really hard time with this one. You’re not going to like this quote, so, “Every body on Mt. Everest was once a very motivated person.”

Pete Mockaitis
Well, it is provocative, so.

Tessa West
My friend Annie Duke is writing a new book on how to know when to give up. You would think with trying to promote a book where it’s all about showing initiative to deal with jerks at work, I wouldn’t be pro giving up but I do actually think it’s a really provocative topic of knowing when you’ve tried all the things and it’s time to throw in the towel.

And I think, especially, and you brought this up, when we’re dealing with conflict at work, when is it time to move on? When have you done everything you can on being able to read the situation enough? So, like this little meme pops up in my social feed, and it just reminded me of this kind of important point that there is such a thing as a sunk cost when it comes to dealing with these things.

Pete Mockaitis
Oh, thank you. Well, we’ve had Annie Duke on the show twice, so I’m totally looking at the release date, October 4th. Okay, hopefully, we’ll have her around then for her three-peat.

Tessa West
She’s fantastic, yeah. Nice.

Pete Mockaitis
Cool. And a favorite study or experiment or bit of research?

Tessa West
My favorite study was one done by Wendy Mendes, who’s a social psychophysiologist at UCSF. But what she did was she had minorities and whites, I think they’re African-American and whites interact with each other, and she found this really interesting effect where white people engaged in these over-the-top friendly overtures, and they do this the most when they’re the most stressed out physiologically.

So, she identified this phenomenon called brittle smiles, which is the harder you try to be nice and overly smile and overly ask someone how they’re doing, the more stressed out you are physiologically. And it’s a great mismatch between body and mind and face, but I love it because I study communication. It just shows what a hot mess we often are and why it’s so confusing to interact with people.

Pete Mockaitis
I think that’s so hilarious on so many levels. Alright, first of all, is it only white people?

Tessa West
It’s whites and African-Americans, so we don’t know if everybody does this but I’m assuming they do. It’s a pretty general phenomenon.

Pete Mockaitis
All right. Well, when you said white people, that reminded me of this episode of “Community” in which the character Elroy Patashnik, this like VR scientist says, “I’m addicted to encouraging white people.” And so, he’s just like, “This man knows what he’s doing.” So, he just says these like throwaway phrases that just make people feel good.

And it’s funny, I do the same thing with my kids when I’m feeling stressed, and I was just like, “Oh, my sweet angel, would you like some macaroni and cheese?” And it’s almost like I’m trying to soothe myself or it’s like I’m…

Tessa West
You’re self-soothing.

Pete Mockaitis
Or it’s like I’m unleashing my anger in a way that I hope they can’t perceive quite yet because they’re two and four and they don’t pick up.

Tessa West
They totally can, by the way.

Pete Mockaitis
Uh-oh. All right.

Tessa West
A second favorite study of mine. And we stressed out parents, dads and moms, and we put them through the three-year test, which was super stressful. And then we reunited them with their kids and had them play, and the kids picked up the stress from the parents, and they showed physiological synchrony with the stressed parents, and they act more avoidant with like a new person, they were more withdrawn. And this was as young as six months old, kids start to show this, so we do actually leak all that stuff out.

And, here’s a little tidbit for you, the more you try to suppress it, the worst it gets. So, just like go home and be an a-hole to your kids. That’s better. I have an eight-year-old, I get it. You’re stressed, you’re like, “Hey, want a cookie?” and they’re like, “Mom, why are you acting so strange?”

Pete Mockaitis
“Dada is feeling frustrated because it’s 3:00 a.m. and still dark outside, and he’d like for you to go back to bed. Okay? Thank you.” All right. And a favorite book?

Tessa West
Ooh, that’s a hard one. Children of Time it’s a sci-fi book by Adrian Tchaikovsky. I probably butchered that. I almost exclusively read sci-fi. So, this book is about spiders on a new planet that have evolved to be super intelligent. And it’s really all about status and power and mind-reading other species and what they’re going to do. It’s the best social psychological book I’ve read on power and status about spiders.

Pete Mockaitis
Okay. And how about a favorite tool, something you use to be awesome at your job?

Tessa West
My Google Calendar Excel spreadsheet that allows anyone who’s close to me to just write down when they want to meet in a 30-minute window, and it has saved me tons of time, and it’s also made it possible for people who are less comfortable bugging me to just go on and reserve their time. So, what I found is the people who are the most comfortable kind of nagging me for time tend to come from like really high social-class families where they learn to just push their way through things.

Whereas, the first-gen students don’t do that. They feel rude. And it just creates this kind of mismatch between who has access to me and who doesn’t. But if you get the Google link and you can just sign up, it’s kind of this great equalizer among all my students.

Pete Mockaitis
Cool. And a favorite habit?

Tessa West
When I have feedback conversations, I always end them with, “Do you have any feedback for me?”

Pete Mockaitis
That’s good.

Tessa West
And then they look shocked and they don’t know what to say but they get used to it after about the third time.

Pete Mockaitis
That’s good. And is there a key nugget you share that really seems to connect and resonate with folks; they quote it back to you often?

Tessa West
One thing that resonates with people is power and status is established within the first minute of a team and often very subtly. So, it doesn’t take much to establish yourself as a leader. Something as simple as having everyone go around the room and say their names will often work. And people find this to be surprising but really effective if they want to actually assert themselves in a team.

Pete Mockaitis
All right. Well, that feels like a whole another podcast conversation. But while we’re on the subject, okay, what are the top things I can do to appear powerful and high status in my minute? So, is it just like introducing myself powerfully or by being the guy or gal who says, “Hey, how about we all introduce ourselves?”

Tessa West
Yes, that’s right.

Pete Mockaitis
I should ask for the intros and that makes me powerful.

Tessa West
It does because here’s what happens, especially if you don’t know each other well, the person who asserts himself as the organizer of the group, not the person with the loudest opinions, the strongest voice. The person who says, “Let’s go all around the room and say what our names are. Okay, everyone, let’s get together and organize these applications. I’ll take A through D.” That person, all of a sudden, everything else they do is seen through the lens of leadership, all their other future behaviors, because they’ve established themselves as a non-self-interested leader from the get-go. They’re actually interested in the wellbeing of the group.

The next piece of advice I would give you is don’t try to convince people by talking for a really long time. My favorite rule is what Marty Nemko calls the stoplight rule. So, you have 30 seconds to make a point when your light is green. In 30 seconds, it turns yellow and people are hoping you wrap it up. At the minute mark, you’re still talking, they’ve minimized you and they’ve gone to shopping online. They’re not even going to listen to you anymore, so less is more.

Pete Mockaitis
Okay. Thank you. And if folks want to learn more or get in touch, where would you point them?

Tessa West
TessaWestAuthor.com.

Pete Mockaitis
Okay. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Tessa West
Yeah, I’d say normalize talking about jerks at work. If you have power, open up these conversations with a tale of your own jerkery and what you did to realize that you were off-kilter at your job, and that will really help other people feel much more comfortable in admitting their own mistakes.

Pete Mockaitis
All right. Tessa, this has been fun. Thank you and keep on being not a jerk.

Tessa West
Thank you. You, too.