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“If an individual has ego needs that are too high,” notes Peter Friedes, Hewitt’s managing partner, “they can be a very disruptive influence.
David H. Maister • Managing The Professional Service Firm
The less important he makes himself, the more important he probably is (and vice versa).
Tahl Raz • Never Split the Difference: Negotiating As If Your Life Depended On It
“The Journalist and the Murderer,” by Janet Malcolm
newyorker.com
If you are not in a position of authority, then you can help protect troublemakers by making sure they are invited to meetings. And when they do say something that creates disequilibrium, you can choose to be curious: ask them to say more about their idea rather than allow everyone else in the room to ignore them.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
heart. He or she can be seen stalking casual conversations and pulling people aside for interrogation.
Debra Fine • The Fine Art of Small Talk: How to Start a Conversation, Keep It Going, Build Networking Skills -- and Leave a Positive Impression!
contributes to the unmanageability of professionals: their daily roles as “experts.”