As an IT leader or CRM leader in organizations, there are always challenges with dealing with a certain set of folks who come across as hard-headed, never compromising, and bullies who are termed as Jerks by others. I am a firm believer in not branding people as Jerks but identifying the behavior which contributes to Jerkish behavior. So, the question for most IT leaders and others is, how do we identify these behaviors firsthand and help folks overcome their shortcomings? This is where Eric Williamson excels, and the blog below is an interview that will provide you with insights and best practices.

How did you get to your current consulting career?

I like to say I’m an expert jerk who became a jerk expert. Believe it or not, I’ve been a jerk at work. I’ve experienced firsthand how it can damage a career, strain workplace relationships, and nearly cost me my job. I’ve also had to work with jerks, particularly in leadership roles, which left me frustrated and on the brink of quitting.

Over the years, friends and colleagues shared their own horror stories about working with difficult people—stories that often ended with them leaving jobs they loved. These were incredibly talented individuals, and it was disheartening to see how these toxic environments drove them away.

This sparked a question for me: What if there was a way to help people navigate these challenges so they wouldn’t feel forced to leave or disengage? That question became the foundation of my consulting career. Today, I focus on helping people work effectively with jerks—and even prevent themselves from becoming one—so they can thrive in the workplace while keeping their sanity intact.

2. What makes you passionate about helping IT leaders drive better performance in IT teams?

The pace of change and disruption in IT today is relentless, and it’s not just about technology—it’s about people. I’m passionate about helping IT leaders drive better team performance because I’ve seen how critical it is to get this right. When teams can’t effectively collaborate, manage conflict, or align with business stakeholders, it creates a ripple effect: deadlines slip, projects fail, and talented individuals leave. These aren’t just technical problems; they’re people problems that undermine the very goals IT leaders are striving to achieve.

What makes this even more challenging is that IT leaders are often caught in the middle. They’re expected to deliver results while also managing complex team dynamics, cross-departmental conflicts, and the growing pressures of a hybrid or remote work environment. Many leaders I work with tell me that their biggest struggle isn’t technical—it’s creating a culture of trust, communication, and accountability.

This is where I step in. I give IT leaders the tools and strategies they need to create high-performing teams that thrive under pressure. I teach them how to address conflict head-on, build bridges with stakeholders, and create a work environment where people want to stay and contribute their best. My passion lies in helping IT leaders not just manage change and disruption but turn it into a competitive advantage.

Because at the end of the day, great IT teams aren’t just about solving technical problems—they’re about solving people problems. When IT leaders get this right, their teams don’t just survive; they innovate, collaborate, and achieve results that drive the entire organization forward. That’s why I’m so passionate about this work—it changes lives and transforms organizations.

Impact

Can you provide one case study or example of a recent IT organization you helped and what business benefits did the organization get out of it?

I recently worked with the senior IT leadership team of a global manufacturing company that was grappling with a challenge many IT organizations face: unresolved conflict with business stakeholders. These tensions were derailing their digital transformation efforts, stalling critical projects, and creating a toxic environment that affected both morale and productivity.

The CIO reached out to me because they needed an expert who could help them not just manage the conflict but transform it into an opportunity for collaboration and growth. That’s where I come in. I specialize in helping IT leaders and their teams navigate high-stakes conflicts, build trust, and foster alignment with key stakeholders.

For this organization, I introduced my proven LUV Methodology: Listen, Understand, and Validate—a practical, empathy-driven approach to conflict resolution. Through targeted coaching and training, I taught the IT leadership team how to:

1. Listen deeply to stakeholder concerns without defensiveness.
2. Understand the underlying needs and priorities driving those concerns.
3. Validate stakeholder ideas and perspectives to build mutual respect and trust.

The results were transformative. The IT team shifted from adversarial interactions to a true partnership with the business side. By addressing conflicts proactively and building bridges:

• The CIO and their team earned a seat at the table, becoming a trusted partner in organizational strategy.
• Cross-departmental collaboration improved significantly, accelerating project timelines and boosting the quality of outcomes.
• Team morale skyrocketed as frustrations diminished, and they became more productive, innovative, and efficient.

Unresolved conflict is one of the biggest hidden costs in organizations, leading to stalled projects, talent loss, and missed opportunities. IT leaders often find themselves at the epicenter of these challenges, managing complex relationships with business stakeholders, vendors, and their own teams.

My expertise lies in equipping leaders with the tools, strategies, and confidence to navigate these dynamics successfully. I empower IT teams to resolve conflicts, foster stronger relationships, and deliver exceptional results—turning conflict into a competitive advantage.

If you’re an IT leader ready to elevate your team’s performance by tackling the tough human dynamics head-on, I’m here to help. Let’s work together to transform challenges into opportunities and build a culture of collaboration that drives success.

How can an IT leader easily identify jerks in their organization? Can you please provide 2 or 3 specific tips IT leaders can use to identify?

Identifying jerks in an organization is crucial for IT leaders because toxic behaviors can erode trust, collaboration, and performance. Here are three actionable tips IT leaders can use to spot these behaviors before they damage the workplace culture:

1.  Watch for a lack of social skills in professional interactions.
Employees who neglect social skills as part of their job often struggle with communication, collaboration, and conflict resolution. You might notice poor communication habits, dismissive attitudes, or difficulty working in teams. These behaviors reduce productivity, harm morale, and increase workplace tensions. Look for signs like interrupting others, refusing to listen actively, or failing to acknowledge the contributions of colleagues.

2.  Pay attention to communication patterns.
A heavy reliance on email over face-to-face communication can be a red flag. While email has its place, it can’t replace the nuance of in-person or video conversations, where tone, body language, and context matter. People who avoid direct conversations often struggle with handling conflict or having crucial discussions, leading to misunderstandings and fractured relationships. Encourage your team to have important conversations in person or via video, especially when stakes are high.

3.  Observe how employees respond to tough situations.
People who react impulsively under pressure, allowing their emotions to dictate their behavior, are likely to cause workplace friction. This includes snapping at colleagues, making rash decisions, or escalating conflicts unnecessarily. Leaders should look for individuals who fail to assess situations carefully before acting, as these behaviors often lead to regrettable outcomes. Coaching employees to pause, analyze, and respond thoughtfully can help mitigate these tendencies.

Finally, jerks can thrive in environments where psychological safety is absent—where colleagues and clients don’t feel empowered to offer ideas, ask questions, or express concerns. IT leaders should take the pulse of their workplace culture: Is there open dialogue? Are differing opinions welcomed? Creating an environment where people feel safe to contribute is a powerful way to reduce toxic behavior and build stronger teams.

By addressing these behaviors early, IT leaders can foster a more collaborative, high-performing culture. If you’re ready to identify and address these challenges in your organization, I’d be happy to help your team navigate these dynamics and create a healthier, more productive workplace.

What are 2 or 3 things based on your experience in IT organizations which lead to a jerk free environment?

Creating a jerk-free environment in IT organizations isn’t just a lofty goal—it’s a necessity for fostering innovation, collaboration, and employee retention. Based on my experience, here are three critical strategies IT leaders can use to build a healthier, more productive workplace:

 Confront toxic behavior head-on with zero tolerance.

Leaders must address jerks directly and without delay. Toxic behavior thrives in environments where it’s ignored or avoided. Unfortunately, many leaders are conflict-averse and prefer to tiptoe around issues, walking on eggshells rather than addressing the root cause. But avoiding conflict only allows negativity to fester, eroding trust and morale. A good leader confronts jerks not just to protect the team but to reinforce a culture where such behavior is unacceptable.

Conflict is inevitable in any workplace, and jerks can exist at all levels. IT leaders must embrace conflict resolution as a skill, understanding that addressing tough situations head-on is essential for maintaining a healthy workplace culture. Open communication, clear expectations, and timely interventions can prevent tensions from spiraling out of control.

Invest in rebuilding and developing social skills.

Social skills have taken a hit across all generations, especially since 2020. According to a Gartner survey, 51% of Gen Z employees report being unprepared for the workforce, and Adobe found that over a third of Gen Z workers want more training on soft skills. This isn’t just a Gen Z issue—it’s a universal challenge that affects collaboration, communication, and workplace harmony.

IT organizations must prioritize training, coaching, and mentoring to develop employees’ social and interpersonal skills. Whether it’s teaching active listening, conflict resolution, or how to engage in crucial conversations, these skills are vital for creating a jerk-free environment. Leaders should model these behaviors and provide opportunities for employees to practice and apply them in real-world situations.

Bridge the gap between leadership training and daily practice.

IT leaders often participate in leadership programs, read books, and attend workshops, but there’s a common disconnect: they rarely bring these lessons to life in their teams. A jerk-free workplace requires a holistic approach to professional development that integrates technical expertise, soft skills, and business acumen.

When I work with IT organizations, I focus on ensuring that training is directly applicable to their day-to-day responsibilities. It’s not just about theory—it’s about action. I help leaders and teams apply what they’ve learned, reinforcing behaviors that drive collaboration, trust, and accountability. This hands-on approach ensures the training sticks and delivers lasting results.

By addressing toxic behavior, investing in social skills, and turning training into actionable practice, IT leaders can foster a culture where employees thrive, collaborate effectively, and drive business success. If you’re ready to transform your workplace into a jerk-free environment, I’d be thrilled to help your team make that vision a reality.

In your experience, for a mid level IT leader who is aspiring to become a CIO, what will be 2 or 3 things you recommend have them build or learn as a skill or tools  to achieve there goals?

Aspiring CIOs face a unique challenge: they must master not only technical and business acumen but also the critical human skills that build trust, credibility, and influence. Based on my experience, here are three essential skills and tools mid-level IT leaders should focus on to accelerate their journey to the C-suite:

1. Master the Art of Recognition

Recognition is one of the foundational traits I outline in my book, How to Work with Jerks. It’s about developing a deep sense of self-awareness—understanding your emotions, thoughts, and reactions, as well as what triggers them. This self-awareness allows you to make better, more strategic decisions and build stronger relationships.

Recognition also means learning to “read the room”—gauging what’s happening beneath the surface in any situation. It’s about staying attuned to your own feelings and those of others, understanding unspoken dynamics, and anticipating the needs of those around you. Leaders who practice recognition build trust and credibility, particularly when managing up. It’s a skill that not only helps you avoid unnecessary conflict but also demonstrates your ability to stay composed and strategic, even in challenging situations.

2. Seek and Provide Feedback to Build Relationships

One of the fastest ways to grow as a leader is to create a culture of feedback. Soliciting informal feedback from peers, direct reports, and even superiors helps you identify blind spots, improve communication, and build stronger professional relationships. Feedback works both ways—being open to receiving it and skilled in giving it.

When you consistently seek input, you demonstrate humility, curiosity, and a willingness to grow. These traits are invaluable for an aspiring CIO, as they show that you’re engaged and invested in your team’s success. On the flip side, leaders who fail to solicit feedback risk coming across as dismissive, know-it-alls, or disengaged.

Remember, giving feedback is just as critical as receiving it. Thoughtful, constructive feedback fosters trust, encourages growth, and ensures alignment within the team.

3. Develop Empathy as a Leadership Superpower

Empathy isn’t just a “soft skill”—it’s a leadership superpower. Empathy allows you to genuinely understand and connect with others, even those with different perspectives or backgrounds. This is particularly valuable in IT, where you often work with strong-willed professionals or stakeholders resistant to change.

Empathy involves recognizing others’ talents and skills, caring about their well-being, and viewing them as whole people rather than just employees. When you approach relationships from a place of empathy, you not only create stronger connections but also gain the confidence to navigate tough conversations and even handle difficult personalities.

A leader who practices empathy can traverse challenging discussions with grace, ensuring every team member feels seen and valued. This skill also makes you better equipped to deal with jerks—because you approach conflicts from a place of understanding rather than confrontation.

4. Create Psychological Safety to Foster Innovation

Finally, aspiring CIOs must create environments where employees feel safe to communicate openly, share ideas, and take risks. A psychologically safe workplace encourages people to step outside their comfort zones, fostering growth and innovation.

Building this culture means normalizing discomfort as part of the growth process. Encourage your team to embrace challenges and make mistakes as opportunities for learning. By creating a space where people feel validated and supported, you not only empower them to perform at their best but also establish yourself as a leader who drives positive change.

Developing these skills—recognition, feedback, empathy, and psychological safety—will help mid-level IT leaders not only advance their careers but also transform their organizations. If you’re ready to bring these concepts to life in your team or organization, I’d be delighted to coach you and your team to achieve your goals and build a culture that drives success.

What is one habit you have which you recommend to IT leaders to follow that has helped you with your consulting career?

Conflict is inevitable in the workplace, especially in IT, where high stakes, tight deadlines, and diverse personalities can create friction. It’s not always about “playing nice in the sandbox“—sometimes, the focus needs to be on simply getting the work done. But when conflict arises, how you respond can make or break your credibility as a leader.

Early in my consulting career, I developed a habit that has been critical to my success: practicing the AAA Method to navigate tense situations and mitigate conflict. It’s a simple yet powerful framework designed to prevent impulsive reactions that can escalate conflict or damage relationships.

The AAA Method

1. Assess the Situation
   Start by gathering all the facts and understanding the dynamics at play. What’s causing the tension? What are the stakes? Who’s involved, and what are their motivations? This first step is about clarity—pausing to diagnose the problem instead of jumping to conclusions. Leaders who skip this step risk making hasty decisions that lack context and escalate issues further.
2. Analyze Your Response
   Once you’ve assessed the situation, analyze your options. Take a moment to breathe and consider the best course of action. Ask yourself: Why is this person behaving this way? What’s driving their actions? This process isn’t about excusing bad behavior but understanding it. By thinking through your response, you can avoid falling into the trap of knee-jerk reactions that escalate conflict or damage trust.
3. Act with Clarity
   Finally, act deliberately and thoughtfully. When dealing with a difficult person or “jerk,” avoid letting emotions dictate your response. Delay your reaction if needed to ensure your tone is calm, your words are measured, and your approach is rational. Humor, objectivity, or reframing the discussion can often disarm a jerk and shift the conversation from confrontation to collaboration.

Why the AAA Method Works

If you skip these steps, the consequences can be significant:

• Jumping straight to action can lead to impulsive decisions, escalating conflict, or even jeopardizing your career.
• Failing to analyze may result in repeating ineffective behaviors, eroding trust, and damaging relationships.
• Neglecting to assess leaves you blind to the root of the problem, increasing the risk of burnout and creating an environment where tension festers.

By practicing the AAA Method, leaders can diffuse tense situations, build trust, and foster collaboration, even in challenging environments. This habit doesn’t just make you better at managing conflict—it positions you as a leader others can rely on, even in the toughest situations.

If you’re ready to learn how to apply the AAA Method in your organization and transform the way your team handles conflict, I’d love to help you and your team develop this skill set. Together, we can create a culture of trust, resilience, and productivity that drives success.

What is a book which you read recently and would recommend for IT leaders and why?

As an IT leadership consultant, I’ve seen firsthand how the technical demands of the role often overshadow the human aspect of leadership. IT leaders are not just managing systems and projects—they’re managing people, navigating complex relationships, and fostering collaboration in high-pressure environments. That’s why I highly recommend Dare to Lead by Brené Brown.

Brown’s insights on vulnerability, courage, and connection are game-changers for IT leaders. Here are three reasons this book is essential reading:

It Redefines Strength

In IT, leaders often feel the pressure to have all the answers and project unwavering confidence. Brown challenges this notion by showing that true leadership requires vulnerability—the courage to say, “I don’t know,” or “I made a mistake.” This authenticity builds trust, which is critical for teams working under tight deadlines and high stakes.

It Teaches Tough Conversations

Conflict is unavoidable in IT, whether it’s managing cross-departmental friction or delivering hard truths about a project’s feasibility. Dare to Lead provides practical tools for having honest, productive conversations while maintaining respect and alignment. This is invaluable for fostering collaboration and defusing tensions before they derail progress.

It Builds Resilient Cultures

IT teams face constant change, from evolving technologies to shifting business priorities. Brown’s emphasis on creating a culture of belonging and psychological safety helps leaders build teams that thrive under pressure. When employees feel valued and supported, they’re more likely to innovate, stay engaged, and adapt to challenges.

Dare to Lead isn’t just a book—it’s a blueprint for creating a leadership style that’s both human and effective. IT leaders who embrace its principles will not only inspire their teams but also position themselves as trusted partners to the business. If you’re ready to lead with courage and transform your organization’s culture, this book is a must-read.

As someone who helps IT leaders build jerk-free workplaces and drive better performance, I can attest that the concepts in Dare to Lead align perfectly with fostering the kind of leadership that IT teams need today. Let’s start a conversation about how you can bring these principles to life in your organization.

As always, you are welcome to post your comments below or contact Eric Williamson with further questions.