Bill Eddy

Yes. Yes. Students and faculty and staff? Yes, both. Administrators sometimes. And I believe it's because of the higher tolerance.

Yes. Yes. Students and faculty and staff? Yes, both. Administrators sometimes. And I believe it's because of the higher tolerance.

Let me mention, I do a lot of consultation. And one of the things that people come to me about is... is people with little power bases, like department heads in universities. I remember one university I did a consultation with about a department head, and they were a medical school. And they had a high conflict person high up in the structure who was really...

Let me mention, I do a lot of consultation. And one of the things that people come to me about is... is people with little power bases, like department heads in universities. I remember one university I did a consultation with about a department head, and they were a medical school. And they had a high conflict person high up in the structure who was really...

Let me mention, I do a lot of consultation. And one of the things that people come to me about is... is people with little power bases, like department heads in universities. I remember one university I did a consultation with about a department head, and they were a medical school. And they had a high conflict person high up in the structure who was really...

I was told, damaging some of the students' careers because they looked at them cross-eyed or something like that. So they wouldn't write the kind of recommendation that they needed. And how can we deal with this person? Because they're embedded in their position. So gave them a variety of tips. But that's That's why I think people do need to have their eyes open in these fields.

I was told, damaging some of the students' careers because they looked at them cross-eyed or something like that. So they wouldn't write the kind of recommendation that they needed. And how can we deal with this person? Because they're embedded in their position. So gave them a variety of tips. But that's That's why I think people do need to have their eyes open in these fields.

I was told, damaging some of the students' careers because they looked at them cross-eyed or something like that. So they wouldn't write the kind of recommendation that they needed. And how can we deal with this person? Because they're embedded in their position. So gave them a variety of tips. But that's That's why I think people do need to have their eyes open in these fields.

And I want to add, since I'm talking about occupations, we see this a little bit more in nonprofits and nonprofit administrators. Because, again, nonprofits are good people doing good things, but they have this higher tolerance for administrators of bad behavior because they're good people.

And I want to add, since I'm talking about occupations, we see this a little bit more in nonprofits and nonprofit administrators. Because, again, nonprofits are good people doing good things, but they have this higher tolerance for administrators of bad behavior because they're good people.

And I want to add, since I'm talking about occupations, we see this a little bit more in nonprofits and nonprofit administrators. Because, again, nonprofits are good people doing good things, but they have this higher tolerance for administrators of bad behavior because they're good people.

The mission is good, and they're invested in this mission, so they must be good. Do you think that's part of what got them there? Yes. And the thing that's so tricky is everybody's somewhat unique, but also these are some recognizable patterns of behavior once you know to look for them. Right. And this is something we're doing much more in the workplace now.

The mission is good, and they're invested in this mission, so they must be good. Do you think that's part of what got them there? Yes. And the thing that's so tricky is everybody's somewhat unique, but also these are some recognizable patterns of behavior once you know to look for them. Right. And this is something we're doing much more in the workplace now.

The mission is good, and they're invested in this mission, so they must be good. Do you think that's part of what got them there? Yes. And the thing that's so tricky is everybody's somewhat unique, but also these are some recognizable patterns of behavior once you know to look for them. Right. And this is something we're doing much more in the workplace now.

And employers want to know, we want to promote this person. Is that a good or bad idea? Well, let's look at the patterns of behavior. Because once you put them in an embedded position, things are going to be harder. I've been approached by city councils. They say, we've got somebody on our city council that's a high conflict person. What do we do? Do we confront them?

And employers want to know, we want to promote this person. Is that a good or bad idea? Well, let's look at the patterns of behavior. Because once you put them in an embedded position, things are going to be harder. I've been approached by city councils. They say, we've got somebody on our city council that's a high conflict person. What do we do? Do we confront them?

And employers want to know, we want to promote this person. Is that a good or bad idea? Well, let's look at the patterns of behavior. Because once you put them in an embedded position, things are going to be harder. I've been approached by city councils. They say, we've got somebody on our city council that's a high conflict person. What do we do? Do we confront them?

Do we publicly talk about them? All that stuff. I say, neither of those is good. Learn how to manage them until they move on. And they often do because people slowly go, we don't like working with this person.

Do we publicly talk about them? All that stuff. I say, neither of those is good. Learn how to manage them until they move on. And they often do because people slowly go, we don't like working with this person.

Do we publicly talk about them? All that stuff. I say, neither of those is good. Learn how to manage them until they move on. And they often do because people slowly go, we don't like working with this person.