ABSTRACT
Dale Carnegie wrote in How to Win Friends and Infl uence People, “Few people are logical. Most of us are prejudiced and biased. Most of us are blighted with preconceived notions, with jealousy, suspicion, fear, envy, and pride” (Carnegie, 1936). Sandy Allgeier, author of Th e Credibility Factor, wrote, “It can be very diffi cult to value others. Some ‘others’ are downright diffi cult people! A few are nasty, mean-spirited, and truly seem to enjoy hurting or harming others” (Allgeier, 2009). Brian Fitzpatrick and Ben Collins-Sussman used geek-speak to express a similar sentiment in Team Geek, in which they wrote, “People are basically a giant pile of intermittent bugs” (Fitzpatrick and Collins-Sussman, 2012). All of these authors recognized that people at every level-team members, colleagues, senior leaders, and stakeholders at large-are subject to human character frailties. Th ese people make leadership challenging and sometimes perilous.
