Kim Scott

So I think the first thing to realize is that maybe that person is getting 40% of the results of your team because they're preventing other people from getting good results. And that if you remove that person, your team might not do better. In fact, there's a lot of evidence. Bob Sutton has evidence in his books

So I think the first thing to realize is that maybe that person is getting 40% of the results of your team because they're preventing other people from getting good results. And that if you remove that person, your team might not do better. In fact, there's a lot of evidence. Bob Sutton has evidence in his books

So I think the first thing to realize is that maybe that person is getting 40% of the results of your team because they're preventing other people from getting good results. And that if you remove that person, your team might not do better. In fact, there's a lot of evidence. Bob Sutton has evidence in his books

about how when you remove that person who is making it hard for the rest of the team to do their best work, the collective efforts of the team improve. So I think that's the important thing to remember. That kind of behavior is it accrues benefit to the bully and it hurts everybody else.

about how when you remove that person who is making it hard for the rest of the team to do their best work, the collective efforts of the team improve. So I think that's the important thing to remember. That kind of behavior is it accrues benefit to the bully and it hurts everybody else.

about how when you remove that person who is making it hard for the rest of the team to do their best work, the collective efforts of the team improve. So I think that's the important thing to remember. That kind of behavior is it accrues benefit to the bully and it hurts everybody else.

And your job as the leader is to optimize for the collective results, not for one person's results and not to be fooled by that. So that's number one. So what are the kinds of conversational consequences? Let's say in a meeting, this salesperson says something humiliating or arrogant to others on the team. I think that is where you say you can't talk. Use that you statement.

And your job as the leader is to optimize for the collective results, not for one person's results and not to be fooled by that. So that's number one. So what are the kinds of conversational consequences? Let's say in a meeting, this salesperson says something humiliating or arrogant to others on the team. I think that is where you say you can't talk. Use that you statement.

And your job as the leader is to optimize for the collective results, not for one person's results and not to be fooled by that. So that's number one. So what are the kinds of conversational consequences? Let's say in a meeting, this salesperson says something humiliating or arrogant to others on the team. I think that is where you say you can't talk. Use that you statement.

You cannot talk like that. in these meetings. You can't talk to your colleagues that way on this team. Just saying it like that, and you have the authority as the leader to talk that way. It's much harder for the person who's being bullied to say, you can't talk to me like that. Much easier for you as the leader to say, you can't talk that way on this team.

You cannot talk like that. in these meetings. You can't talk to your colleagues that way on this team. Just saying it like that, and you have the authority as the leader to talk that way. It's much harder for the person who's being bullied to say, you can't talk to me like that. Much easier for you as the leader to say, you can't talk that way on this team.

You cannot talk like that. in these meetings. You can't talk to your colleagues that way on this team. Just saying it like that, and you have the authority as the leader to talk that way. It's much harder for the person who's being bullied to say, you can't talk to me like that. Much easier for you as the leader to say, you can't talk that way on this team.

And that will shut the person down and create a small conversational consequence for the person. You can also make sure that you, there was one tech company where I worked where they were redoing their compensation system. And every employee got rated on three things. They got a rating on their results, they got a rating on their innovation, and they got a rating on their teamwork.

And that will shut the person down and create a small conversational consequence for the person. You can also make sure that you, there was one tech company where I worked where they were redoing their compensation system. And every employee got rated on three things. They got a rating on their results, they got a rating on their innovation, and they got a rating on their teamwork.

And that will shut the person down and create a small conversational consequence for the person. You can also make sure that you, there was one tech company where I worked where they were redoing their compensation system. And every employee got rated on three things. They got a rating on their results, they got a rating on their innovation, and they got a rating on their teamwork.

And if you got a low rating for teamwork, that was your rating. It was not an average. The point is that bullying others, being a bad teammate is disqualifying for a bonus. So, because there have to be consequences like real, if all you give to a bully is feedback, that may not be enough to get them to change their behavior. They may not believe that it really matters.

And if you got a low rating for teamwork, that was your rating. It was not an average. The point is that bullying others, being a bad teammate is disqualifying for a bonus. So, because there have to be consequences like real, if all you give to a bully is feedback, that may not be enough to get them to change their behavior. They may not believe that it really matters.

And if you got a low rating for teamwork, that was your rating. It was not an average. The point is that bullying others, being a bad teammate is disqualifying for a bonus. So, because there have to be consequences like real, if all you give to a bully is feedback, that may not be enough to get them to change their behavior. They may not believe that it really matters.

They often don't because it has worked for them since they were in middle school. So that's part of the problem. And then thirdly, you got to make sure that you're not, that you're not promoting bullies and that you in the end give people that feedback. And because there are, there have been times where,

They often don't because it has worked for them since they were in middle school. So that's part of the problem. And then thirdly, you got to make sure that you're not, that you're not promoting bullies and that you in the end give people that feedback. And because there are, there have been times where,