Jerks at Work audiobook cover - Toxic Coworkers and What to Do About Them

Jerks at Work

Toxic Coworkers and What to Do About Them

Tessa West

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Categories:
Corporate CulturePsychologyCommunication Skills

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Mind Map

Jerks at Work
Core Premise+
Kiss Up/Kick Downer+
The Credit Stealer+
Bulldozers+
Free Riders+
Micromanagers+
Neglectful Bosses+
Gaslighters+
Final Strategy+

Quiz — Test Your Understanding

Question 1 of 10
When presenting your case against a 'Kiss Up/Kick Downer' to your manager, what strategy does the author recommend?
  • A. Demand an immediate meeting with HR and the manager.
  • B. Begin by acknowledging the jerk's strengths before focusing on their negative behaviors.
  • C. Accuse the coworker of manipulation directly in front of the manager.
  • D. Refuse to work with the coworker until the manager addresses the issue.
Question 2 of 10
According to the text, why might a 'Credit Stealer' take credit for your work unintentionally?
  • A. They are sociopathic and naturally lack empathy for their coworkers' efforts.
  • B. They are trying to cover up their own incompetence to management.
  • C. People tend to overestimate their own contributions and may be unaware of the behind-the-scenes work others do.
  • D. They assume that management automatically tracks everyone's individual contributions accurately.
Question 3 of 10
Which tactic is recommended to counteract a 'Bulldozer' who dominates meetings and interrupts others?
  • A. Wait until the end of the meeting to share your ideas so you have the final word.
  • B. Make your positions known within the first couple of minutes to define the conversation's starting point.
  • C. Interrupt the Bulldozer repeatedly to give them a taste of their own medicine.
  • D. Skip the meetings entirely and email your thoughts to the manager instead.
Question 4 of 10
Why do strong, highly cohesive teams tend to attract 'Free Riders'?
  • A. Strong teams usually have lower standards for new members.
  • B. Cohesive members let their guard down and avoid keeping tabs on each other, allowing slackers to slip through the cracks.
  • C. Strong teams are more likely to complain to management, which hides the Free Rider's behavior.
  • D. Free Riders are naturally charismatic and easily manipulate strong team leaders.
Question 5 of 10
Which method is suggested to root out 'Free Riding' in a group project?
  • A. Send out a brief periodic survey asking members what tasks they completed and if anyone did extra work.
  • B. Assign all the work to the most conscientious team member to ensure quality.
  • C. Eliminate collective rewards entirely and only pay commission based on individual sales.
  • D. Have the manager sit in on every team meeting to monitor participation.
Question 6 of 10
What is the recommended approach for dealing with a Micromanager?
  • A. Confront them directly with a list of their overbearing behaviors.
  • B. Ignore their emails and messages to establish personal boundaries.
  • C. Go above their head and complain to their direct supervisor.
  • D. Ask for a meeting to discuss big picture goals and align your priorities with theirs.
Question 7 of 10
When addressing specific behaviors you want a Micromanager to stop, how should you communicate?
  • A. Use broad generalizations so they understand the overall problem.
  • B. Be specific about the behaviors, such as mentioning the exact number of emails they send per day.
  • C. Write an anonymous note to avoid direct conflict.
  • D. Only communicate through a third-party mediator.
Question 8 of 10
What is the common 'yo-yo dynamic' associated with Neglectful Bosses?
  • A. They alternate between praising your work and harshly criticizing it.
  • B. They ignore you for long periods, then suddenly become overly hands-on and anxious right before a deadline.
  • C. They frequently promote employees only to demote them shortly after.
  • D. They assign you to multiple projects at once, then suddenly cancel all of them.
Question 9 of 10
How does a 'Gaslighter' fundamentally differ from the other types of toxic coworkers mentioned in the book?
  • A. They are usually well-intentioned but lack basic social skills.
  • B. They are the only type of jerk that operates exclusively in group settings.
  • C. They are unfixable and sociopathic, meaning you cannot change their behavior and must focus on escaping them.
  • D. They only target employees who are new to the company.
Question 10 of 10
To protect yourself from a Gaslighter's psychological manipulation, what vital step should you take?
  • A. Confront them publicly in a team meeting to expose their lies.
  • B. Write down every suspicious thing they say or do to preserve an accurate record of reality.
  • C. Gaslight them back by denying conversations you previously had with them.
  • D. Immediately quit your job without giving notice.

Jerks at Work — Full Chapter Overview

Jerks at Work Summary & Overview

Jerks at Work (2022) provides a handbook for how to deal with difficult people at work. Identifying seven types of jerks, it informs you about what kind of behaviors to look out for and how to deal with them in a pragmatic, positive way.

Who Should Listen to Jerks at Work?

  • Anyone who is struggling with a jerk at work
  • Those who have a friend or loved one who won’t stop complaining about a jerk at work 
  • People who are interested in how social psychology applies to the workplace

About the Author: Tessa West

Tessa West is an Associate Professor of Psychology at New York University. She specializes in the subjects of interpersonal interaction and communication. In addition to publishing over 60 articles in academic psychology journals, she also writes about her research in the Wall Street Journal. 

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