Surrounded by Idiots

by Thomas Erikson

  Naturally, he had to take part. No other CEO before him had ever done so, but that wasn’t the problem. The problem was that as soon as he got out on the field he became a different person. On fire with his competitive drive, he flattened anyone who stood in his way.

  This continued for a few years until someone had the guts to tell him that he played just a little bit too rough—the game wasn’t supposed to be that serious. The CEO didn’t understand. He grabbed the latest flyer for the game and pointed out that it was called a soccer “tournament.” Tournaments are competitions, and if you compete you are in it to win. Simple!

  He competed in traffic, on the soccer field, in business. No area was too insignificant not to become a competition. He even raced to see how quickly he could finish reading a book. What others do for relaxation he transformed into a competition. One hundred pages an hour was a reasonable pace.

  His wife had even banned him from playing a memory card game with his children, who were five and six years old. Since they had better memories than he did, they won most of the time, and in his frustration he intimidated them.

  Before you conclude that this guy sounds rather unsympathetic, we need to look at his intentions. This kind of intensive and competitive behavior often upsets other people because they think it is all about dominating and suppressing others. Nothing could be further from the truth. His intentions were almost never malicious. He just wanted to win.

  This is one of the greatest challenges for Reds. It’s not uncommon that other people feel irritated or intimidated by them because they’re such powerful personalities. Later on in this book, I will share some simple ways that you can deal with these individuals.

  Time Is Money

  “Quick” is synonymous with “good” for Reds. If you are in a meeting and suddenly notice that one of the other participants is devoting his time to something completely different, it may well be a Red who has lost interest. If you look closer, you will realize that his thoughts are elsewhere—on the next step in the process being discussed, for example. Because Reds are quick thinkers, they move on long before everyone else.

  Few things annoy Reds more than sluggishness. If a meeting or a discussion drags on, he may interrupt and ask if it’s really necessary to prolong the issue. “We’ve already discussed this for twenty minutes. Get it together! It’s only a few million in investments. How hard can it be?”

  If you think about it, they’re often right. When other people may find it difficult to make a decision, Reds are prepared to make quick decisions in order to keep things moving. With a Red on the team, nothing will be discussed ad infinitum. After all, it’s always better to do something rather than nothing, right?

  The advantage is obvious. We’re talking about people who never waste time on anything that doesn’t move forward. As soon as a task becomes unclear or is taking too long, a Red will ensure that the momentum is maintained and spur things along. Chop-chop, done in double time.

  About fifteen years ago I began working for a small consulting company with about a dozen employees. It was a polished organization with a great spirit of entrepreneurship and excellent momentum in business dealings. One of the reasons why they were so efficient was because the founder of the company was a Red. Nothing could move too quickly for Björn. No meeting took longer than was absolutely necessary.

  In my second or third week in the new job, I was sitting in a traffic jam when my cell phone rang. I looked at the display and saw that it was Björn. I answered the way I’d been instructed to when I started at the company—with a greeting, my name, and the company name. Impatiently he interrupted me and spit out his question.

  “Were you looking for me?”

  “No,” I replied, and took a deep breath, ready to say something else. I didn’t get the chance.

  “Okay,” he said, and hung up.

  Eight seconds.

  Unpleasant? Well, at the time we didn’t really know each other. However, I must admit that the whole episode had me worried a little—at least on that occasion. Only three weeks at the company and the big chief himself calls, and sounding irritated!

  When we’d gotten to know each other—and I learned that Björn was Red—I asked him why he was so abrupt on the phone. Of course he didn’t even remember the call, but he said he was probably just trying to find out if I was looking for him. When he learned I wasn’t, there was no further need to talk. Wasting time on polite flowery phrases or drawn-out farewells wasn’t for him.

  But at the same time, here was a person with a capacity to work far more than normal. Björn managed to do more in an average working day than most people. He still has an exceptional ability to make the most of any free time. If he has a gap of five minutes in his schedule he manages to squeeze in an email, a phone call, and go through some meeting minutes. From the outside, this may seem like an unnecessary pursuit of efficiency. But a Red detests inactivity. Things must happen. Add to this a sense of constant urgency, and a great deal will get done.

  The Sky’s the Limit. Or Is It?

  For a Red, a realistic budget is a budget for cowards. If we don’t push ourselves to the breaking point, we haven’t tried hard enough. Reds love difficult tasks, so their level of ambition is usually boundless. The ability to manage difficult situations and challenges is the defining attribute of Red behavior.

  When a person with Red traits sets his goals, several things happen. First, he wants to know how well a specific task under the most favorable conditions could be performed. If all nineteen parameters were met and we all gave it a little extra effort the results would be phenomenal. This means that anything below that impossible level of excellence is boring, because there’s at least a remote possibility of that result being achieved.

  Nothing is impossible. The impossible just takes a little longer. More than likely it was a Red who came up with that expression.

  Naturally, it’s also about the type of project. It’s not enough just to set an impossible sales budget. If a Red doesn’t like sales, he’ll ignore the budget. Since he prefers to make all the decisions himself, he probably won’t be fooled into doing something he doesn’t feel like doing. Reds set higher demands on themselves than any of the other colors would. And they are always prepared to work hard. I wouldn’t go so far as to say that no other color works as hard as Reds do, but I would venture to say that a Red would give anyone a run for his money.

  Ambition, which is intrinsic to Reds, shouldn’t be confused with a lust for power. Reds have no problem taking positions of power, since they are fearless. Expressions like “It’s lonely and windy at the top” don’t scare them. But for a Red power is not an end in itself. It does, however, come in handy for those who like to make their own decisions and avoid having to wait for others.

  A Red can, in fact, be quite unassuming. It’s true that he has a strong ego, but status and prestige don’t have the same importance as with other colors. The reason is simple: A Red usually doesn’t care what others think. He’s not here for their sake—he’s here for his own.

  Let Me Tell You How Things Really Are

  A Red gives everything he’s got. When he has an opinion about something or if he wants the rest of us to agree with him, he pulls out all the stops.

  Once, I was in a meeting with a large number of people who didn’t know one another that well. It was a gathering of consultants who were meeting to discuss a potential collaboration. It was in the middle of a recession, and we were all concerned about the lack of direction. While we were waiting for the chairperson to arrive, we chatted a little about everything.

  At one end of the table sat Elisabeth, who had strong opinions about everything. In an unequivocal voice, she suddenly stated that the company was still expected to earn over $50 million a week, despite the recession. About fifteen consultants, all highly trained, reflective, and intelligent people, nodded in agreement. Just imagine—$50 million! Per week!

  While Elisabeth expanded on how the situation
ought to be resolved in the consulting world, I began thinking about the figures a little bit. Not knowing where these figures came from, I remained silent. It could be true; it could also be farfetched. I honestly didn’t know. While waiting for the meeting to begin officially, I started calculating how much $50 million per week would be per year. I didn’t have enough paper.

  After the meeting, I got the answer to my speculations. I was in a taxi on my way to my next meeting when the driver turned on the radio. In the news, it was announced that the company in question was expected to earn between $2 and 2.5 million per week. I realized that Elisabeth had gotten the information from the news. I also understood that $2 or $2.5 million per week was far more realistic than the $50 million that she had referred to.

  But wait a minute. A little reconciliation with reality is needed here. Why didn’t anyone react? No one in the room lifted a finger or called her information into question. Why?

  Because she sounded so convincing! Her facial expression was definite; her countenance was determined, and her voice did not quiver in the least when she presented her figures.

  That’s the way Reds function. When they believe something, they let people know that this is the only truth that exists. Now maybe there are some sticklers for detail who might claim that this is deceptive, since we now know that the company earned $2.5 million a week and not roughly $50 million. But I’m convinced that Elisabeth really believed what she said. She had things turned around, no doubt about that, and she was certainly not interested in details. But my point is that by sounding utterly confident when she declared that the company was earning six months’ revenue—per week—we all fell for it.

  Or, in the words of a good friend of mine: There are two ways to do this—my way and the wrong way.

  Only Dead Fish Go with the Flow

  Reds are both groundbreaking and strong willed. Why not also add “results oriented” and “decisive” when we’re at it? For Reds, it’s not sufficient to do things like everyone else does. And just because it’s tough doesn’t mean we should avoid doing it.

  Reds aren’t afraid to make decisions. When everyone else hesitates, thinking and weighing the risks, a Red makes the controversial decision. A Red’s determination is usually unyielding. Once he’s decided, then it’s full steam ahead.

  Their fearlessness dares them to tackle things that make others hesitate. This is usually evident when things get rough, and they are undaunted by tough choices or tricky decisions. It is no coincidence that many entrepreneurs are Reds. Setting up new businesses—especially if they are based on completely new business concepts—is, in our current economy, not for the faint of heart. It’s not a bad thing to have a force of nature in the driver’s seat. It takes a strong mind to move things forward, someone who understands that risks that are part of everyday life and that everything boils down to hard work from morning to night—for many years. Reds understand this from the beginning and are in no way intimidated by it.

  Do you need someone to pursue a problem in your apartment complex? Maybe you’ve gotten on the wrong side of your landlord, who says that there is absolutely nothing wrong with your heat. Or maybe the contractor who repaired the roof and installed the new elevators was negligent and won’t take responsibility for it. Any time you try to get things straightened out, you’ve been brought to standstill by a barricade of unanswered calls and info@ addresses. You’re just about to give up when you suddenly remember the guy on the second floor living above you. Isn’t he kind of Red? Wasn’t he the one who dared to go against the super at the last meeting and get the trash policy changed? Yes, that’s the guy!

  Throw the guy from the second floor into the process, and then you’ll see things begin to happen. You might have to motivate him a little, explaining that he has a lot to gain from it himself. But he will make things happen—he’ll subdue the landlord and get the contractor in line. And he won’t lose any sleep just because someone got angry with him in the process.

  Generally speaking, a Red’s strengths are very powerful. They are extremely clear in their communication, and you don’t have to look far to identify Red behavior. Of course, over the years many Reds learn to restrain themselves somewhat, but it doesn’t usually last very long. They’ll be back to full throttle—and all that that entails.

  It Wasn’t Better Before. Onward and Upward.

  A Red doesn’t try to stick to his original point of view when he realizes that a better solution exists. He is a quick thinker and has no problem shifting his ground at short notice. One of the advantages of this is that he doesn’t reject other people’s ideas if he has none himself. It’s worth looking into anything that can propel development forward.

  Sometimes decisions can come a little bit too quickly, but the will to constantly change creates a strong dynamism and flexibility. If anything has been static for a long time—maybe a few weeks—he will turn things up a notch. Some people may find this stressful, but when you ask a Red why he changed something that was actually working the answer could well be “Because I could.”

  Naturally, there are also downsides. Reds get bored with the status quo quickly and so they change it—the people around them have no idea what will happen next. When Greens and Blues have just gotten used to the new organization and think they have finally grasped how things are supposed to work, well, a Red will have already outlined the next step.

  Conclusions on Red Behavior

  So what do you think? Do you know any Reds? Do you have any around you? If you want to get to know some famous Red people, consider Steve Jobs, FDR, Venus Williams, or Margaret Thatcher. There’s also Barack Obama and Mother Teresa.

  Oh yes, it’s true. If you consider Mother Teresa’s deeds, the strength she needed and whom she had to deal with—the world’s foremost leaders—to achieve what she did, then you’ll realize that she was extremely determined and forceful. A typical Red profile.

  5

  Yellow Behavior

  How to Recognize Someone Whose Head Is in the Clouds and Get Him Back to Reality Again

  “That Sounds Fun! Let Me Do It!”

  In the Hippocratic world, we have now come to the sanguine person. What other words can be used to describe him? Optimistic and cheerful, a person with a bright outlook on life. The thesaurus even suggests the epithet a man of possibilities … how about that? It is, in fact, an excellent description of Yellow behavior. These are people who live to live, always finding opportunities for enjoyment. Life is a banquet, and Yellows will see to it that they savor every bite. They are driven by merriment and laughter. And why not? The sun is always shining somewhere.

  Do you know anyone who sees sunshine where others see dark clouds? Have you met anyone who can laugh even though he hasn’t had any good news for months? Then you’ve met a Yellow. Have you been at a party and wondered why everyone flocks around a particular person, man or woman? Well, in the center of the circle there’s a Yellow, entertaining anyone who wants to laugh. Yellows make sure that the atmosphere is at its zenith so that every event becomes a marvelous party. When something is no longer fun, they move on to another place where the atmosphere is better.

  Recognizing a Yellow is easy. He’s the one who’s talking all the time. He’s the one who gives answers rather than asking questions—often answering questions that no one has even asked. He answers a question by telling a story that may or may not have anything to do with the issue. But it really doesn’t matter, because he will put you in a cheerful mood. Besides, his unshakably positive attitude also makes it impossible for you to feel upset for long.

  I would even go so far as to argue that Yellows are more popular than other colors. How can I say that? Look for yourself. They entertain, put people in a good mood, and fun things always happen around them. They know how to capture everyone’s attention and how to keep it. They make us feel important. They are just nice to be around.

  They are also very typically touchy-feely people. Like Reds, Yellows are very
willing to make quick decisions, but they can rarely explain why using rational reasoning. A more likely response would be, “It just felt right.” And sure, gut feelings shouldn’t be underestimated. Studies have shown that gut feelings are right more often than we think. But that’s not the kind of gut feeling we’re talking about here. Yellows often make decisions that are based on feeling simply because no thought was ever involved.

  I have a sister who is Yellow. Marita is so easygoing in her manner that I have never heard anyone utter a single negative word about her. Never. I may be biased, but I have never met anyone who doesn’t immediately like her. She has an entirely unique ability to connect with every person she meets.

  Marita always has something entertaining to say. However, some of these things are so peculiar that I sometimes have to ask her what she was thinking when she said them. With a burst of laughter, she usually replies, “Thinking? I wasn’t!”

  In many ways, it’s liberating when I visit her and her husband, Leif. Their almost incomprehensible ability to see bright spots in everything around them is so delightful that it frees my own easygoing disposition. I am never as happy and exhilarated as when I visit them. For years, I wondered why this was, and have reached the conclusion that Yellow behavior is simply contagious.

  If I say to my sister, “It looks like it is going to rain,” she simply replies, “I can’t imagine that.” Pointing to the window, I say to her, “But look, it’s actually raining. It is quite dark out there; we could have thunder before this is over.” “Sure,” she says, “but after that the sun will come out! Just wait and see.” Then she laughs. Again. While the rain pours outside, she sits on the sofa, unabashedly having fun. And I, along with everyone else, laugh along because it’s impossible to resist.