Consequences of Bad Behaviour for Management
i) time spent appeasing, calming, counselling or disciplining jerks
ii) time spent handling staff and other stakeholders (customers, suppliers, etc) who are victimized and/or affected by the bad behaviour
iii) time spent reorganizing things as a result of damage caused by jerks
iv) time spent advertising, interviewing, recruiting and training replacements for departed jerks and their victims
v) management burnout that leads to decreased commitments and increased distress
. Legal and HR costs
i) anger management and other training to reform jerks
ii) legal costs for inside and outside counsel
iii) settlement fees and successful litigation by victims
iv) settlement fees and successful litigation by alleged jerks, ie wrongfully terminated, etc
v) compensation for internal and external consultants, executive coaches, therapists, etc
vi) health insurance costs
. Negative impacts on organisations
i) reduced improvements in established processes and systems
ii) reduced innovation and creativity
iii) reduced collaboration and cohesion
iv) reduced discretionary effort
v) dysfunctional internal collaboration
vi) cost of victims' retribution towards the organisation
vii) impaired collaboration from outside organisations and people
viii) higher rates charged by outsiders to compensate for working with jerks
ix) impaired ability to attract the best and brightest
An estimate from USA (Robert Sutton, 2007) states that a jerk, etc can cost an organisation around $US 160,000 per year