How to Work for an Idiot, Revised and Expanded with More Idiots, More Insanity, and More Incompetency

Survive and Thrive Without Killing Your Boss

John Hoover

• Publisher: Career Press
• Year: 2011
• ISBN:
  9781601636355
• Topic: Business
• Subtopic: Business General
• Index: Business

"Anyone who has to work should read How to Work for an Idiot."
— USA Today "There is no question that How to Work for an Idiot is a subversive book. People will pick it up expecting a tasty blend of commiseration and advice. They will put it down thinking, to paraphrase the famous line from the cartoon character Pogo, 'We have met the idiot, and he is us.'"
— The New York Times Was it a typo when a CEO mandated that the organization "institutionalize incompetents"? If not, how did the company wind up institutionalizing incompetence instead? How to Work for an Idiot is still the confessions of a recovering Idiot Boss. After decades of writing and consulting, Dr. Hoover finally realized that many of the people he kept trying to energize and enlighten were, well, idiots. More importantly, he was an idiot for thinking he could change them. This edition of How to Work for an Idiot is bigger and better—and filled with even more idiots than before. The same technology that has enabled cluelessness from the corner office to go viral can help you protect yourself and keep your inner idiot in check. Yes, the book goes that deep. Not every boss is an idiot, and not every idiot is a boss. Let Dr. Hoover help you find the wisdom to know the difference.

1
Confessions of a Recovering Idiot

This is not a business fable featuring the exploits of Barry, Larry, Frederica, or Ferdinand as they navigate the treacherous waters of leadership or cultivate the perfect high-performing team. The stable of fables that has accumulated in business publishing is remarkable. Fables and parables are divine teaching tools and have been immensely helpful to many. I might try one for my next book. However, How to Work for an Idiot is an urgent and edgy warning to reach people poised on the ledge outside their office windows, ready to jump to their deaths because they thought they had life at the office all figured out only to wake up one day and discover they had been looking through the wrong lens. For them, the thought of doing this work, for this Idiot Boss, for the rest of their careers feels like staring into the abyss. Hopeless.

That would be me through most of my working life and, if you are still thinking that your boss is solely to blame for the misery and misfortune in your working life, it might be you, too. I specify “working life” because everything else is pretty much dealt with in How to Live With an Idiot; same principles and rules of engagement for the most part, different venue, set of expectations, and parameters on conduct.

This is a book about me and it is a book about you. It’s about real issues and real people. It’s about being alive versus being dead. More specifically, it is a book for the living dead who died to the joy they once found in working, but still show up at the office every day and collect the check. It’s also for people so angry with what they perceive to be their boss’s failures that they are dead to many people and things around them that could otherwise make them feel alive and energized. Anger is such a huge factor in workplace dissatisfaction that I’ve devoted the final chapter to the topic and titled it “Recalibrating Expectations and Repurposing Anger.”

There is a point of impact where our boatload of expectations as to how our boss should treat us is dashed and splintered against the rocks of reality. Most everything you’re about to read going forward deals with wave after wave of expectations crashing against those rocks of reality and rolling harmlessly back in to the surf.

The promise of this book is that you and I can live out our lives, especially our careers and the work we do, with a sense of peace and contentment that comes from accepting and skillfully playing the hand we’ve been dealt. Playing the hand we’ve been dealt requires mastery of the game; mastery and dignity that does not include complaining, kvetching, and generally seething in resentment as we grit our teeth, stay in the game, and desperately hope someone or something will change the rules in our favor.

The rules are the rules. If I could change them I would have done so a thousand times already. Those rules I can change, I do. But, human behavior is human behavior and the role of work has essentially remained unchanged since Adam and Eve bit off more than they could chew, had to get dressed, go out, and get real jobs. It is trying to white-knuckle our way past the world of work as it truly is and pretending it is the way we want it to be that gets most of us in trouble.

None of this is to say that our working lives are hopeless. On the contrary, there is enormous reason for rejoicing and hope for a better tomorrow. As long as we cling tightly to a twisted, distorted, misaligned perception of working relationships as we feel they ought to be, we essentially cancel the rejoicing and snuff out the candle of hope. As Theodore Roosevelt once said, it’s about starting where we are, using what we have, and doing what we can.

REALITY RANT

Getting clear about how the human condition impacts working conditions is step one. It begins with surrender to the notion that there might be another explanation than the one we’ve been trying to force on the world. Fancy that. There are other ways to go about working and functioning in workplace relationships than the ones we’ve been married to all these years. Moreover, there is a larger truth governed by a Higher Power and said Higher Power has been trying to entice, lure, or otherwise persuade us to implant said truth in our brains for a long, long time. Our Higher Power knows how subscription to reality is in our individual and collective best interest. Hopefully, we will exercise our precious free will to turn away from denial and toward the light of reality.

If you are anything like me, you have set and re-set world records for stubbornness while resisting the wisdom your Higher Power has been trying to impart to you. As an executive coach, I do everything I can to avoid imposing my ignorance on my clients, because that’s not a skillful approach to helping someone solve problems and/or overcome personal and professional challenges. Instead, I do my best to simply establish a safe environment in which my clients can access the wisdom they already possess or can tap into vis-à-vis that larger truth. As my clients allow, I try to facilitate, through powerful questions, alignment between what works best for them and what works best for the organization that employs them. In short, I try to align what people do best with what their organizations need most. A healthy partnership between the employer and the employed and between the boss and the bossed is nirvana to the working person and the person he or she works for.

But it is not easy. No relationship worth having is easy, except perhaps in the honeymoon stage when reality has nothing to do with anything. Fast-forward to the point where the rose-colored glasses come off, the laundry hamper begins to fill with dirty socks and underwear, and unrealistically optimistic initial expectations between people in both personal and professional relationships begin to churn like troubled waters. Before you know it, a once-harmonious personal or working relationship has become the perfect storm, and chances of surviving the storm fully intact are slim to none. More likely, the storm will change you forever. You come out bruised, battered, and, worst of all, cynical and eternally resentful that your once-lofty expectations for the perfect career are at the bottom of the sea with SpongeBob SquarePants.

It takes two to dance with the stars. That is, one star plus one real dancer equal one act. Nobody dances alone. In our book, The Coaching Connection, Paul J. Gorrell and I wrote about treating the individual executive being coached and the organization sponsoring the coaching as co-clients. It’s part and parcel of Paul’s concept of Contextual Coaching. Similarly, when I was in graduate school at Azusa Pacific University earning a master’s degree in marriage and family therapy, I learned that the husband coming into the clinic isn’t my client. Neither is the wife. It is the relationship between them—their marriage, in fact—that I am treating.

As you will see, boss bashing is one of the most traditional and, for many, satisfying indulgences you and I need to abandon if we really hope to restore a reasonably complete sense of fulfillment in the work we do. When you and I experience difficulty or disruption with the person we report to at work, the universal solution of bashing the boss doesn’t make any sense, any more than it makes sense for our bosses to bash us anytime they’re unhappy. It takes two people to cause a hiccup or misalignment between what are probably two opposing sets of expectations. True resolution (write this on the palm of your hand and etch it forever on the inside of your forehead) will only come when you master the art of acceptance and appreciation.

Sounds all warm and fuzzy, doesn’t it? Forgetaboutit. Learning how to work with, for, and around Idiots requires real behavioral change on our part. But the experience of that enlightenment doesn’t need to be all bad. Just ask my readers who enjoyed the humor in this book and wrote it off as a joke the first time around and now write to me from all over the world saying, had they applied the knowledge, regardless of how funny, they would have not “unexpectedly” lost their jobs. Some of the reader reviews on Amazon.com reflect as much. To my knowledge, How to Work for an Idiot made virtually every bestseller list a business book can make. People loved the humor and the biting satire. Appearances on NBC’s Today, CNN, Fox and Friends, more than 100 other broadcast interviews, and a half page in the New York Times Sunday Business section all became part of the joke. Neil Cavuto had me on Your World twice, so amused was he with the satire. But despite the incredible coverage the first edition of this book enjoyed, people all too often missed the all-too-obvious point: to successfully work for an Idiot (or any other boss), don’t be the Idiot.

As you read on in this new edition, I will sometimes reference the hackneyed notion of embracing your inner child. Admittedly, the inner child stuff feels like 1980s touchy-feely gobbledygook. Be that as it may, I for one have an Inner Idiot that wreaks havoc on my career aspirations. Forget my inner child. At any point in my career, when I was not getting along with my boss or when I was not getting along with peers or people reporting to me, my Inner Idiot had invariably slipped off its leash and was pridefully ignoring any greater truth or Higher Power as it tried to impose what I considered to be my sovereign, immutable, and intractable wisdom on others—with disastrous effects.

I want to embrace my Inner Idiot, all right. I want to hold him close. Hold him tight. Get a firm grip around his neck and choke the life out of him. I don’t think a day goes by that he doesn’t embarrass me in one way or another. I guarantee that a week won’t go by in which he doesn’t threaten a friendship or a client relationship. He’s a nasty little gargoyle. And he knows the precise moment, usually when I’m under stress, anxious, or scared, to rear his ugly little head and pop off with some lunatic remark. If you find me in a meeting babbling like an Idiot, saying things I’ll later wish I’d never uttered, it’s my mini-me, my Inner Idiot, out of his cage and trying to help me yak my way out of a tense situation. Just find something to hit us with—me and my Idiot alter ego. I don’t mean to advocate violence; in fact, I can’t really do much more than joke about my Inner Idiot because violence against him would be violence against me. I just need to keep him feeling content, involved, safe, and confident. Then and only then will he be reasonably well behaved. Sort of like your Idiot Boss, eh?

I don’t need to couch this stuff in parable or fable. Admittedly the truth is hard to digest when told straight out, but we can chew carefully and swallow before taking another mouthful. Real-life business scenarios are crazy enough without my fictionalizing them. Having said that, however, there are some composite characters in the book and some I just made up to bridge gaps in an otherwise-factual story. So take me off the high and mighty list. I’m just an author, corporate educator, and executive coach who supervises the executive coaching practice at Partners International in New York City. But, in all those things, I have a powerfully compelling and transformational subject to address. So buckle up. My Inner Idiot is real. And so is yours. They are not likely to behave themselves on the trip we’re about to take.

KNOW THYSELF

Author John Irving advises aspiring writers to write about what they know. I published five business books before I realized I had yet to write from my personal ground zero. That was more than 10 books/new editions ago. Now, as then, standing in a pile of shards where a glass house once stood, I can’t remember who threw the first stone. Maybe it was me. Maybe not. It doesn’t matter. The stone throwing got so intense that I forgot why they were being thrown in the first place. Oh, yeah. I remember. I was pointing my finger at others and accusing them of things of which I was equally, if not more, guilty. For every stone I threw, a bigger one came back at me. I felt justified in my accusations and victimized by the criticism of others. Dishing it out came naturally and felt righteous. Taking it seemed unnatural and unfair. Just because I lived in a glass house didn’t mean I wanted others to see through me. Or did I?

MI CASA ES SU CASA

Are you living in a glass house? Are you accusing your Idiot Boss of things that you can just as easily be convicted of yourself? These are not easy questions. Nor are they questions we routinely ask ourselves. That’s why I’m asking you now. The things that annoy us about others are often the same annoying characteristics we possess. Our own flaws are irritating when they show up in someone else’s words and actions, and they are almost indescribably irritating when they show up in the words and actions of someone with power and authority over us.

Now that my glass house has been shattered, I’m able to write about false confidence, false security, and false pride. I know them all. Somewhere in the beginning, my wires were crossed. If not at birth, then soon thereafter. Was it nature or nurture? Genetics or environment? It doesn’t matter. Now I pray daily for the serenity to accept the nature and the courage to change the nurture. As the Reinhold Niebuhr prayer implies, wisdom is the ability to distinguish between the two. All self-actualization aside, I can’t help but be a little disturbed and perturbed that nobody explained these distinctions to me until I had already messed up a major portion of my life. But, that, too, is blaming. I might as well bend over and pick up another rock.

BE NOT A VICTIM TO YOUR TRIGGERS

When you think of the word trigger, do you think of Roy Rogers’s horse, or that event or moment in time when pent up hostility and resentments are detonated, exploding and caking the walls of the conference room with all kinds of toxic detritus? Who or what pulls your trigger or tends to set you off? If you pause and think about your pet peeves, idiotsyncracies, or other things that cause you discomfort, you are compiling a laundry list of personal issues that need addressing. This is especially true in your professional affairs. Your chances of stopping people in positions of power and authority from doing things that typically pull your trigger are next to nil. Things other people do and say are usually beyond anything you can control or change.

However, you have a great deal of control when it comes to removing or disarming your internal triggers, thereby diminishing the likelihood that your I-Boss or coworkers will upset you. This exercise of control on your part will change the whole dynamic between you and your boss, Idiot or otherwise. Consciously disarming your triggers is the best way to build immunity against aggravation, tension, and anxiety. You’ll still experience aggravation, tension, and anxiety, but they will no longer eat your lunch. Why should you care how much power an Idiot has, as long as he or she can’t use it to annoy you? Reducing your I-Boss’s ability to annoy you, whether he or she does so intentionally or unintentionally, is a tremendous, dare I say phenomenal, form of self-empowerment. And, like your dignity, no one can take it away from you.

Dealing with a trigger-puller

“My name is John and I’m an Idiot,” I tell the group in the big tile-floored room in the church basement every Wednesday evening at 7 p.m.

“Hi, John,” the chorus responds between swigs of coffee. Some say it clearly, as if to welcome me. Others mumble, as if speaking unintelligibly will m...

Table of contents

• Cover Page
• Title Page
• Copyright Page
• Dedication
• Contents
• Introduction
• Chapter 1: Confessions of a Recovering Idiot
• Chapter 2: Will the Real Idiot Please Stand Up?
• Chapter 3: Characteristics and Competencies for Boss Types
• Chapter 4: Idiot Procreation
• Chapter 5: Banishing Talent
• Chapter 6: Success in Spite of Stupidity
• Chapter 7: Idiot-Think: The Great Disguise
• Chapter 8: A Strategic Partnership
• Chapter 9: Idiot-Speak: How to Talk to Your Idiot Boss
• Chapter 10: Idiot-Eat: How to Break Bread With Your Idiot Boss
• Chapter 11: Idiocy: Some Theories
• Chapter 12: Recalibrating Expectations, Repurposing Anger
• Index
• About the Author