Sometimes, I read individual articles from Harvard Business Review and even posted one on my blog (Misconceptions about Feedback). They also publish books that compile several articles on specific topics, organized into sub-series.
I decided to read one from the Emotional Intelligence series, titled Dealing with Difficult People, as this topic has interested me for several years. The book includes eight articles by seven authors. It’s not very thick (around 150 pages), and with a more modest font size, it would be even slimmer.
As the title and description suggest, the main theme of the book is dealing with difficult people, those under stress, and troublesome colleagues.
On one hand, it’s a collection of very short articles, and I wouldn’t say each one is revolutionary or highly valuable. On the other hand, it’s brief and to the point, unlike many business writers who often stretch a single idea over 300 pages.
Most of the individual articles consist of somewhat artificial life stories and examples. This seems to be a common practice for them, but in this particular book, these stories felt forced.
The book shouldn’t be taken as a comprehensive work on the subject. Some of the advice even comes across as rather banal. However, this collection of articles is valuable because it offers short thoughts that can be read quickly and contemplated, allowing readers to apply them to their own lives. Although personally, I would prefer more detailed works on specific subtopics, there are other books for that.
Here are a few quotes (I am translating them from Russian since I don’t have the original English text):
There is nothing cruel about honesty. It’s not the content but the wording that can be harsh or respectful. Ask a surgeon. Or a priest. Or a police officer. If you phrase a message correctly—even bad news—the content can be easier to accept. For example, when a top manager directly tells an employee that someone else received the promotion, the news isn’t exactly pleasant, and a natural response might be sadness, anger, or anxiety. But if the person understands the message clearly, it’s easier for them to process the information.
Our fundamental emotional need is to feel valued and to know that we are making a positive contribution. When this doesn’t happen, we experience anxiety, losing our peace of mind, sense of stability, and security. This takes a toll on our health. On a basic level, we perceive this lack of recognition as a threat to our existence.
Remember: most “terrible bosses” aren’t truly terrible people; they, too, have weaknesses that are intensified by the burden of responsibility and the need to achieve results. So, it’s essential to consider not only their actions but also the reasons behind them.
My rating: 3.5/5
