Normal? wrote:That must be hard - can you explain a bit how the dynamics work? Is it that you feel your intelligence is being insulted or just that it is irritating? Or is it that someone who you consider to be inferior dares ask you something - and that is in some way denigrating your intelligence?
It's annoying to be doing work that someone with much less intelligence could do just as well. It's annoying to do a job where the questions I am answering barely scratch the surface of my depth of knowledge. In the IT world, it's very annoying that some people take computers for granted as if they were as simple as a toaster oven, the most annoying customers think the computer should "just work" all the time and that if the tech can't fix it in 2 minutes then the tech is incompetent. They are impatient, if you try and explain anything to them they think you are just making excuses and don't want to hear it. It's demeaning to feel
unappreciated, narcs are of course at the high of sensitivity but this is obviously something normal people can understand as well. Anyway, I haven't done work like that for a long time, and I wouldn't ever want to. I only like dealing with smart people, I hate the "general public".
Normal? wrote:How do you feel about being in challenging situations where it is possible you may not 'come out on top'? Do they make you feel anxious or do you enjoy being challenged (whether you 'win' or not)?
It depends. Your question is way too broad to answer.
Normal? wrote:For what it's worth I find it difficult too to deal with some of the people who I work with - especially the ones who feign ignorance about their role or responsibilities (I always think they can't possibly be stupid enough not to understand and are therefore just swinging the lead). I'm afraid my response is often scathing sarcasm and it doesn't always work either but I don't know how to stop doing it. It annoys me that these people don't do their job properly (and let others down - particularly students) just because they are lazy. My boss once told me that when managing people I shouldn't expect them to be the same as me since 'trust is not a management virtue'! It winds me up!
Your boss's advice is natural but misguided. I would say it differently:
naivety is not a management virtue, but trust (within reason) is. Numerous studies have shown that most employees act the way the expect to be treated, if you don't trust them they will act in a way that reinforces your belief. The conditions that make employees maximally productive and satisfied have been well studied, but they are difficult to apply. What works best is giving them clear objectives and deadlines, and then giving them trust and space to do it without micromanaging. However, there also has to be accountability, if you give the employee trust and they abuse it, then there has to be consequences. It's important that the employee understand that losing trust is their own fault, and not just a result of managerial spite.