Conclusion: Interacting continuously with difficult people (also known as ‘jerks’) has the potential to make the workplace an unpleasant environment and sap the energy of those around them. Astute IT managers and professionals must understand the reasons difficult people behave in the way they do before they can develop coping strategies.

If UK and US based research quoted by Robert Sutton1 is a guide, difficult people also represent a hidden cost to the organisation through higher staff attrition, lost productivity and lower job satisfaction.

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Alan Hansell

About The Advisor

Alan Hansell

Alan Hansell is an IBRS advisor who focuses on IT and business management. Alan is able to critique and comment on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.