By BLR Founder and CEO Bob Brady
BLR’s founder ponders whether a “No Jerks” rule for hiring (and managing) would be a boon for the organization … or an excuse for turning away the people who might benefit it the most.
Several years ago. Robert Sutton, a well-known Stanford University Business School professor, published an unusual article in the Harvard Business Review (HBR).
More precisely, his language was unusual for HBR where “high” business culture usually prevails. The article was a diatribe announcing his “no jerk rule” (using a considerably more colorful two-syllable synonym beginning with “A”).
He and his colleagues have vowed never to hire “jerks”—no matter how brilliant. They justify the “rule” on the basis of economics: Jerks cost more than they are worth, when turnover (their own, peers, and subordinates), customer alienation, and friction in the workplace are considered, Sutton says.
See what everyone’s talking about! Check out BLR’s remarkable everything-you-need-for-HR website, HR.BLR.com, at no cost or risk and get a complimentary special report! Click for info.
Subsequently, Sutton published a book on the subject, which has gained some notoriety. (The title uses the more graphic term.). Since then, other high-powered leaders from academia and business have added their voices to the cause. They argue that workplaces are far more productive if people are civil and polite—a position with which few HR managers would disagree.
So why bother to write about this unstartling development?
First, I agree that Sutton’s reasoning bears repeating: The cost of working with jerks is high. Jerks come in many flavors including, say, the abrasive, high-ego, arguably brilliant CEO who is unpleasantly dismissive of anyone who disagrees. (Are they talking about me!?) Another type might be the rainmaker-supersalesperson who leaves a trail of turnover in his or her rancid wake. Or the brilliant, selfish manager whose team members are always leaving for greener pastures.
In fact, at any level, mean-spirited colleagues, though they seem valuable because of their unique contributions, can cost their organizations more than they are worth. It may not seem that way when you are looking at, say, a salesperson’s monthly sales volume, but it is usually clear when they leave and everyone’s productivity rises.
Sutton has a nifty little calculator to demonstrate how much jerks cost. You input turnover, salaries, training costs, recruiting costs, and it spits out a number. While the scientific value of the calculator is not verifiable, it is an interesting—and sobering—exercise. The costs can be very high.
Sutton has a simple remedy: Don’t hire them! And when one comes in under your radar, act quickly to remedy the situation.
Do We Endorse the “Jerk” Rule?
So, do we endorse the “rule”? That brings us to the second reason for writing about this.
Clearly, turnover and chaos is a cost that has to be accounted for. Successful organizations know they cannot compete for talent if their workplaces are undesirable.
Try HR.BLR.com at no cost or risk and keep the special report, Top 100 FLSA Q & A’s, no matter what you decide. Click for details.
On the other hand—let’s face it—the higher the performance, the more leeway we’re willing to give. Rock stars, be they the musical variety or their office or lab equivalents, can get away with more—but there are limits.
My real problem with the “rule” is that, in the wrong hands, “no jerks” can quickly become “not like me.” A friend on a nonprofit board recounted the story of hiring a fundraiser. “The staff is too concerned about hiring someone who will ‘fit in,’” he complained. “They are comfortable and they don’t care nearly enough about effectiveness.”
Insularity can masquerade as civility. The “no jerk” rule, in the hands of people who value comfort too much, can become an excuse for keeping the status quo. But we need to be challenged. We need new ideas, new methods, new personalities, even if they are unsettling.
Don’t get me wrong. At BLR, we value collegiality and won’t tolerate poor behavior, but we are afraid of where this could end up.
That’s my e-pinion. I’d love to hear yours. E-mail me at Rbrady@blr.com. (Note: We reserve the right to publish those we receive, so if you don’t want yours published or you want it anonymous, please say so.) Or simply use the Share Your Comments button below, now.