i hate people by j littman & m hershon

I am an introvert. I think I’m an extroverted introvert.  I choose where and when to be people-friendly.  I aspire to change the world; I love being around people who can carry on meaningful conversations or know how to have a good time; I genuinely have a warm heart towards man kind.  But  this gets extremely tricky in working environments.  Managing people — well actually — managing people short-leashed on a culture of conformity, inflexibility, and conventional-everything is exhausting to say the least.  How do you influence people to be avant-garde when they’ve spent the last ten+ years on knowing only how to do what they’re told?  Patience is a virtue, yes, but it also sinfully lags the way to innovative thinking and effective productivity.

So a couple of days back, I rebelled against my routine and stepped out of the office desperate to find mental refuge.  Huffing and puffing and violently ridiculing a few names under my breath, my eyes locked with a title that jumped out like an oasis in a desert: “I hate people!”.  Talk about it being at the right place, right time.  I mocked myself even as I was at the cashier but hell, it might be profound I thought.

As the title suggests, Littman & Hershon’s I Hate People! doesn’t tell us anything extraordinary — it tells us a nicer and a more encouraging way of saying to ourselves… “move on, don’t mind these f*ckers, because in the end you’ll be pointing at their faces and singing I’ve been right this whole time”.  Rather than finding insights into how I can deal with my rather dull-minded team mates, I found a plethora of good leadership and risk-taking examples from leaders of various multinational corporations.  The authors lay out a colleague segmentation scale including The Smiley Face (the annoying, always jolly one), The Spread Sheet (the one who hates taking risks), or The Know-It-None (the one who pretends to know everything but doesn’t know anything).

The end note [not written but implied] is that whatever we choose to do, we need to have the courage to stick to what we believe whether it’s against the team or a CEO so we can at least prove or know that it’s okay to not like working with your team.  It’s not my job to change their lives, but the least I can do is believe in and fight for something and get others to believe in me too.

Got to admit, hilariously written.  I still don’t have  a clue into how I’ll manage this bunch but it put me at a momentary relief.

dee’s recommendation: 3/5