A toxic form of humanity is advancing rapidly through the white-collar ranks of large North American organizations. It drains the life of so many innocents trying their best to make a living in the workplace jungle. The scientific name for the phenomenon: Douchebaggus Ignoramus Corporatio Kleptomaniac, otherwise known as DICK.
DICK exists in droves where hierarchies create cadres of executives whose pay and decision-making responsibilities vastly outstrip the ranks at the bottom. In lucky organizations, the top echelons reflect the qualities of an individual you’d expect to have responsibility for so many lives and so much financial capital. Good leaders started at the bottom somewhere, and stayed there long enough to learn the ropes. They know what it’s like to be low man on the totem pole and can point to real achievements instead of lofty position titles along their career path. They are intelligent, humble, and treat people well, regardless of their rank.
Unfortunately in many large organizations there is an inverse relationship between the competency, personality, skills and high rank of the individuals occupying the upper-middle and top shelves of the org chart. DICK knows how to fly like an eagle in a place like this. With his prospects of advancing the ranks not limited by his incompetence and execrable personality, he tirelessly tramples over the well-being of his co-workers as he employs douchebag subterfuge to crawl his way to the top.
The screening criteria to diagnose whether that misery-inducing jerk in your workforce is a DICK are below:
1. Extremes in intelligence: either a profound lack of intelligence, curiosity, or lack of insight; or, Hyper-intelligence
2. Male, usually small (literally and figuratively)
AND, one of the following:
3. Profoundly stunted emotional intelligence, as if his six year-old emotional self wandered into the forest and was never found again, but still controls the behaviours of the adult from somewhere in the deep, dark, and frightening woods.
4. An unnatural, hyper-inflated self-assessment that entitles them to whatever they desire: promotions, perks, to treat people like dirt, to have a tantrum, to say whatever small and petty thing pops into their douchey mind …
5. Hyper-aggressiveness rooted in unexplored feelings of Ill-will, guile, rage, or hostility toward humanity
A DICK with all of the above traits would be in jail had they been born in an unstable home of less than an upper middle-class income. Even though Dick is a crime against humanity, his co-workers are the ones imprisoned in a living hell of his making. Every day they fight the feeling of having been entrapped like a dime-bag dealer on a police sting when they were sold on the opportunities in a job that was open clearly because nobody wanted work with “the asshole.”
As a child, DICK had people putting ideas of being a “professional” in his mind. One or both of his parents was a professional of some type – a corporate executive, lawyer, doctor, engineer, or academic – who instilled the idea that a profession was the only viable career choice for success. They made him believe achievement was rooted in status and rank rather than something tangible, like good work and skill.
Some DICKs showed early on they weren’t inclined to the knowledge professions, but their parents were in denial about what this meant for their child’s white-collar prospects. They pushed the career aspirations on him anyway knowing they could always intervene with their network of high-powered friends to help him along. It never crossed their minds to push him toward a skilled trade, reflecting an ignorant bias harboured by many white-collar professionals.
DICK could have devoted himself to honing his skills as a tradesman, which would provide an outstanding living if he applied his time and effort to that enterprise. Like many people with practical skills he could have had his own small business and have been a real master of his own destiny. Sure, he wouldn’t be a CEO of thousands of people, but he’d be financially successful and would be his own boss. He wouldn’t have stolen his high rank away from others with his dirt-bag behaviour; he would have achieved success with honest, hard work.
Instead, DICK went to college with ideas of becoming as financially successful and prestigious as his parents in a profession he was not suited for. Realizing quickly he wasn’t cut out to be a doctor, lawyer, US President, engineer, or accountant, he joined a frat, partied, gang-banged sorority girls, and squeaked by to get his degree in Phys Ed. He entered the white-collar workforce intent on running the show, but found himself in the unenviable position of seeking to advance through the ranks over peers with minds and abilities more suited to the work.
He could have decided then to focus on his strengths as a people-person. One quality that DICK seems to have in spades is high energy and affability – sometimes genuine, most times fake. He wasn’t born a DICK, and if he had chosen an environment that didn’t constantly tap into his insecurities about his lack of book-smarts or social ineptitude, he probably could have avoided becoming one. He could have leveraged his people skills to build alliances – a vital skill in an organization with a bunch of big minds who often lack soft skills required to manage groups of people.
In relying on shrewdness, aggressiveness, and posturing to beat back others before they cottoned on to his limited intelligence, he chose to get ahead along the dirt road leading through Dicks-ville. Ever since, he’s been like a virus in the workplace. His colleagues can barely avoid violent fits of projectile vomiting from having to stomach DICK’s over-weening sense of self-importance and generous self-assessment of his capabilities.
In the early days his professionally competent colleagues ignored and avoided the confrontations required to put his bad behaviour in its place, dismissing him as a total moron who would easily be weeded out. What they didn’t see is how this re-inforced his blatant misbehaviour. Nobody realizes until it is too late that a DICK has risen to occupy a rank that vastly outpaces his abilities. But once a DICK has inserted himself, by hook and crook, into the organization’s power structure he has to be forcefully pulled out.
Since childhood, everyone told the hyper-intelligent DICK their brains were going to win them “great things” for the future. Instead of accepting the low-ranking social status of a teen of above-average intelligence and socializing with other gifted peers, they pined for acceptance and failed miserably, which fueled their pathological resentment. They spent evenings and weekends obsessively-compulsively masturbating to Ayn Rand novels in quiet solitude charting the course of their revenge against all the mean mediocrities of the world. Their emotional intelligence wilted on the vine with the total absence of a meaningful social life. They did not have even nerdy friends; they did not get laid.
No matter. When DICK got his prestigious credentials in hand, the world would deliver what was due. The world would pay DICK good money he could use to buy a social life and amass all the pick-up artist videos he would need to get laid. Failing that, he had ample means to satiate his infrequent need for affection: paying for it by the hour.
From day one of his ascendant career path, DICK could never to stay long enough in a chair to keep it warm; there was always a nicer chair in an office closer to the top floor with his name on it. He’d finagle ways to be in the same place as influential people in the organization to learn where the opportunities to advance were and kiss their ass incessantly to get it. He’d find the emotionally weak and destroy their will with hectoring and condescension to crush their spirit and make himself look more dynamic.
DICK yelled and screamed when things didn’t go his way; he kicked his co-workers in the gut like helpless dogs when he was in a mood. He always acted out when his insecurities ran high, making everyone else pay the price for his errors instead of owning up and using them as learning experience to help him improve. DICK’s mantra: always move forward, fake it if you have to, this place needs you.
As he begins the climb, DICK befriends those who are smarter and uses these contacts to click into networks of other smart-types. The smart-nerds he keeps close are those who cultivate and care about their reputation as experts. They keep him supplied with a steady, reliable stream of novel ideas to pass off as his own when he’s among senior people who will take notice. Once he’s on top, he’ll find a way to marginalize his former brainy confreres, knowing what a pain in his ass they’ll be.
DICK does everything to position himself as a prospect for any opportunity to advance in the organization chart. Everything that is, except really investing the time learning any of his jobs to be good at them. For the hyper-intelligent DICK, this would have been easy, had it not been for his sense of entitlement, which makes him too impatient to truly learn a job or care about honing his people skills. DICK probably got an MBA to help him chop twelve years of working in the real world to bolster his perceived right to vie for an executive rank. For a DICK, smart or dumb, everything is a temporary stepping-stone on the ascent to out-rank everyone else.
God help the organization that re-inforces this DICK’s ideas of advancing the ladder before he’s really earned it. The moment DICK ascends the ranks he becomes an obnoxious, condescending ingrate who harbours delusions of grandeur. The higher he climbs despite his incompetence and maladjusted behaviour, the more insufferable he becomes. He is possessed by the delusion his abilities, or worse, his attributes as a DICK, warranted him the promotions. There is no incentive to curb the sociopathy in his behaviour. All is lost.
In those rare and fleeting moments of self-reflectiveness – usually when DICK is publicly upstaged by someone smarter than him or who knows more about his job than he does – DICK is momentarily seized by the idea he’s in over his head.
“Fuck that,” DICK says to collect himself, and then lobs a flurry of passive-aggressive, man-splaining tirades to attack the very being of the weisen-heimer who made him look stupid. He’ll keep up the rear assaults until ‘Mr/Ms Bookworm’ backs down or suddenly finds themselves blacklisted by DICK who knows how to slander with malicious intent better than the best Republican political strategist.
This is also how DICK deals with what he sees as obstructionist criticism – he shouts it down so hard the other person concedes defeat to spare themselves his incessant blowhard tactics. He has no tolerance for a diversity of views, nor does he see the value in a collegial exchange of disparate ideas to hash out a middle ground on a problem. He is too uncurious to care about other possibilities besides the ill-informed, blinkered one he believes is correct. He sees those who forward alternative perspectives as guilty of insubordination, flouting gratuitous negativity; as Cassandras who won’t follow the pack.
Persecuting underlings is one of DICK’s most conspicuous traits, especially when he’s reached a certain rank and has had a taste of authority, which he is unable to handle intelligently. He cannot understand how his abrasiveness would constantly undermine the morale of people who invest a high degree of job satisfaction in obtaining feedback about a job well-done. DICK’s definition of job satisfaction when others demand it is having a job. For him, job satisfaction is getting the job he believes he deserves – usually the one on top.
DICK is usually a man, his unceasing torments are a pathological aspect of a reactive personality completely devoid of empathy. If DICK is also a narcissist this means the abuse he unleashes is usually intentional. It’s how he operates, and he thinks people should realise that. It’s not personal, it’s just how he feels. He doesn’t care what it feels like to be on the receiving end of his asshole antics.
In the rare instance DICK is a woman, the torment is probably calculated, less openly hostile, but absolutely eviscerating in its effect. The most dangerous person in an organization is an intelligent she-DICK, a person so frightening I’m too afraid to lampoon them in this blog post. Did I mention she-DICK is really intelligent?
As a senior person in the organization, DICK’s incessant criticism, lack of encouragement, caustic demeanour, and capricious, panic-stricken series of unreasonable demands throws shards of glass beneath the feet of his direct reports. For years he has sub-consciously learned that a hierarchical corporate culture spawns legions of people-pleasers who respond to aggressive posturing, giving people like him the powers of a puppeteer. With a few churlish displays the shrinking violets scatter frantically to appease the angry ogre, dispatched as they are with meaningless chores of little value to the organization, meant to allay the ill-effects and smooth over the damage wrought by his incompetence.
Here is the million dollar question: if DICKs are so bad, why do they keep rising to the top?
The easiest answer is DICKs love to do the circle jerk with other DICKs. At the top of an organization teeming with DICKs the boardroom is a bro-culture in pin-striped suits. It’s hard to continue being an asshole if the emotional intelligence, brains, and human decency among your colleagues holds a mirror the size of the moon to your stunted being. Even though a DICK at the top is advised to hire people to accommodate his profound shortcomings, he can’t help but promote one of his own because he’s too stupid or arrogant to believe more than his talents are needed. He possesses talent for a whole executive team and really only needs more sets of hands to carry through all the earth-shattering ideas oozing from his ego. In the end, a total DICK looks like the best candidate in the eyes of a total DICK.
His urge to remain unchallenged, to have obsequious subordinates to go along with disastrous errors in his judgement far outweighs his desire to hire competent people who can actually do a good job. They’ll make him look bad. They’ll constantly challenge his shallow decrees with arcane appeals to law, policy, or reason.
This is why it’s taken more than forty years of feminism for women to even begin to crack the glass ceilings across the corporate world. Bros before ho’s, as they say. The lack of women and introverted, brainy types is an historical DICK-slap to the axiom that calls for the upper echelons of large, complex organizations to be dominated by people of bona fide skill and competence. Instead, too many DICKs have risen to the top ranks with bluster, self-aggrandizement, and charm but little else of substance.
The adage is true, when it comes to DICKs, size does matter. Even when the top echelons of an organization is filled with competent and capable leaders, the size of the organization will be a cover for DICK’s misbehaviour. Because of scale alone, legions of influential people won’t really know how DICK operates. DICK is expert at spotting, and ingratiating himself into some fairly opportune glory-holes and hitting paydirt, knowing his reputation will benefit by sheer association. DICK can keep his malevolence in line to ingratiate himself with senior people in a functional division if it means he’ll win advancement. He can peel off his fluffy sheep’s clothing later on when he’s got the power and it’s too late to do anything about it.
Organizations that rhetorically value competency, that have complex, challenging goals to achieve, will pay the price in poor performance if there are too many feeble-minded, megalomaniacal DICKs in the boxes near the top of the organization chart. Large organizations of knowledge-workers rely on the collaborative efforts of its human capital to succeed, which is totally undermined with the hyper-aggressive, childish, morale-killing behaviours of a hyper-ambitious, emotionally stunted leadership cadre. They will crush the will and spirit of competent, capable human assets wherever they exist in the organization. These valuable would-be leaders will leave before they deign to ascend the ranks, avoiding having to withstand the nightmare of working more often with so many DICKs in their face.
Nobody with genuine abilities to speak of will invest their sweat equity only to have it beaten down to nothing in the self-interested grabby-hands of a bunch of DICKs. That’s why organizations need to get a good grip on those DICKs and yank ‘em out; let the DICKs have a taste of what it’s like to get the shaft for once. Do it now, to preserve the long-term viability of the organization and restore sanity to your workforce.