Our parental leave policy is: “Take care of your baby and yourself.” Parents generally follow local norms. A logical first port of call is the employee’s team leader, who will have a sense of any professional triggers that might have caused a behaviour change. Common examples include a close confidante leaving the company, a new manager or perhaps even perceived ‘positive’ changes like a stretching new promotion. When you think about the emotional and psychological effect on other people, it can actually be reducing the productivity of the rest of the team by even more than that person contributes,” Pliner said. “It’s also important to look at the impact of their negativity on the productivity of the system, especially other individuals.” This serves to encourage, or at least does not discourage, brilliant jerks’ efforts to change. That brilliant jerks are undergoing a leadership developmental process also sends a very strong positive message throughout the company that the brilliant jerks are working on themselves and stakeholders should do so, as well. Our policy for travel, entertainment, gifts and other expenses is five words long: “Act in Netflix’s best interest.”

Once you have identified destructive behaviour in an individual, the next step is to understand what is driving the downward spiral. This stage in the process is all about understanding whether this individual has always been so corrosive, or whether a change of some kind has provoked or exacerbated it. A coach can enhance their self-awareness to have more empathy and understanding of themselves. How do they make decisions, what are their triggers, what are their limiting mindsets, and what seeds are these leaders sowing that will lead to their future derailment? A dream team is one in which all of your colleagues are extraordinary at what they do and highly effective working together. Our version of a great workplace is not great perks, although we have many. It’s about investing in a dream team of talented people who are excited to pursue ambitious shared goals. On our dream team we encourage collaboration, share information and discourage politics. There’s lots of love and there are demanding peers. It’s exhilarating and how we learn the most, do our best work, improve the fastest and have the most fun.Clever, funny and frustratingly relevant, Brilliant Jerks is well worth a look” Fairy Powered Productions In most settings with this case, the initial guidance from the group is for Pat is to fire Joe. Playing the devil’s advocate, I offer:

Joe’s superpower is his ability to translate his deep knowledge of customer operations into requirements that engineers use to create software solutions. Joe is a hit-creator whose products are largely responsible for his business unit’s rise to market leadership. Unfortunately, in the words of many of his team members, “Joe is a jerk and almost impossible to work with.”

Joseph Charlton’s script moves along at pace and is full of wonderful turns of phrase, showing a real skill for satire and comedy. All three of the cast’s delivery is strong, but the deadpan from Saraf throughout is excellent, with a particular highlight being when Tyler feels he has to name the river that Paris is built on. There is a lot of comedy from start to finish, with several laughs that grow as lines, sinking into the audience, and the cast is excellent at judging an extra pause to allow these ripples of laughter to finish. Thrilling, scandalous and exposing… with echoes of The Social Network , Joseph Charlton’s Brilliant Jerks is fresh, cool and utterly engrossing.” West End Best Friend Since the boss can potentially give the brilliant jerk what they want, the brilliant jerk is motivated to understand the boss’ desires, shortcomings, and fears. The coach’s role here is to show the brilliant jerk what they can learn from their boss and what they can contribute strategically to their boss’ success. When you have a Brilliant Jerk you need to have a difficult conversation. Hopefully, you have a trusting relationship with this employee. In the best case, you earned the benefit of the doubt with this employee. The most important thing you can have as a C-level executive is benefit of the doubt. At some point, you’ll need it. Todd's comments prompt the questions: Have we failed to take appropriate notice of research and accumulated experiences that would help managers understand and act on the problem? Can the brilliance of the "jerk" be tapped with some degree of consistency? Is it worth it? What do you think?