They’re extremely talented and intelligent, charismatic and persuasive, but they’re never pleased with results, driven to gain recognition, and blind to the costs of their behavior Joe is a hit-creator. Isn’t firing him like Apple firing Steve Jobs or the Boston Red Sox trading Babe Ruth? Do you want to be the manager who fires Jobs or makes that trade? The problem is the brilliant jerk might see what the boss wants but often does not see how it should be done for the betterment of the overall institution, for the development of employees and for the boss’ professional goals. Brilliant jerks are focused on themselves and their outcomes, and others are an instrument to getting what they want.

The research, with ample data, will appeal to the brilliant jerk’s IQ. It has to provide extensive and detailed information about what would make their relationships with stakeholders more productive in very specific terms while protecting the anonymity of the participants. Brilliant Jerks is the brainchild of freelance i journalist Joseph Charlton and director Rosy Banham, drawing on the rich litany of errors peppering the rise of Uber, the world’s most valuable start-up. While never explicitly mentioning the company by name, the play weaves the tribulations of Mancunian driver Mia, Irish programmer Sean and ousted chief executive Tyler Janowski into a deft ride through the infamous toxic implications of the company’s ‘ bro-culture’.To avoid this, we work hard to maintain employee excellence and keep our business as simple as possible given our growth ambitions. We want to be a company of self-disciplined, accountable people who discover and fix issues without being told to do so. After considering these points, a number of people in every group change their “Fire Joe” vote and suggest alternative strategies. These range from isolating him in a new role away from everyone (the “Penalty Box” approach) or even promoting him. On rare occasions, someone suggests the team might be the issue and recommends team coaching.

In engineering it ha a twist. There those who keep their skills and learn and can do. Things are done alone but with input from marketing, production etc, and engineers doing other parts of project. Then there those who want to advance by their smiles and jokes with the boss and even let salesmen (sales engineers) do their do their work. They bellam others for failures (the salesmen) and try to take credit and want every thing to be a group project. You might think this much freedom would lead to chaos. Instead, it has created an extremely successful business model over the last 25 years. The lesson is you don't need policies for everything. You can be groundbreaking without them. Freedom can (and does) lead to chaos when we fail to couple it with a strong sense of responsibility. That is why freedom and responsibility go together.

The young performers are excellent, and Katie-Ann McDonough directs at high velocity. But therein lies the problem. Like Anna X, Brilliant Jerks’ actors play multiple parts, a strategy that made more sense in a play devoted to con artistry and fragmented identities than it does in a play that is so sprawling and thematically wide-ranging about experiences at a single firm. Ultimately Brilliant Jerks is too cluttered a vehicle to explore its themes of power, sexism and survival with the required depth. Along the way, the "jerk" was set up to fail by teachers, managers, friends, and family who didn't effectively influence him/her to get more versatile. Often this happens because they are uncomfortable with "conflict" or "disagreeing" with someone's behavior. So they do nothing. Which basically says that the "jerk" behavior is OK. Starting in childhood, they "unconsciously" develop a pattern of behaviors that "work" for them - that support natural biases in their personality. It becomes habitual very fast. Now Southwark Playhouse is reviving Brilliant Jerks, Charlton’s play chronicling the colourful history of a disruptive ride-sharing app (heavily based on Uber) five years to the month that it first premiered at the VAULT Festival. Is it just because we see the world differently or we have a different approach to our work or are there elements to their style that are legitimately destructive?” said Eric Pliner, author of the book Difficult Decisions and CEO of YSC Consulting. “Every dynamic is mutually created.”