Jerks at Work by Tessa West Summary

Jerks at Work exposes seven toxic workplace archetypes – including Gaslighters, Credit-Stealers, and Bulldozers – and provides science-backed strategies to neutralize their impact. Using decades of research, NYU psychologist Tessa West explains how to protect your career from manipulative coworkers while avoiding becoming a jerk yourself. Key tactics include limiting a Bulldozer’s influence in meetings and mirroring a Gaslighter’s tactics defensively.

This book is essential for professionals facing toxic colleagues, HR teams managing interpersonal conflicts, and managers seeking to foster healthier teams. It’s particularly valuable for high achievers targeted by Credit-Stealers and employees coping with neglectful bosses or micromanagers. West’s actionable frameworks also benefit those transitioning to leadership roles.

Yes – it’s a pragmatic guide for navigating common but underaddressed workplace conflicts. While not focused on systemic fixes, its archetype-based approach (like handling Kiss Up/Kick Downers) offers immediate tactical relief. The book’s strength lies in translating academic research into real-world scripts, though readers seeking organizational-level solutions may need supplemental resources.

West advises using a Gaslighter’s own tactics against them: document conversations, restate their contradictions publicly (“So to confirm, you’re saying X now vs. Y yesterday?”), and enlist allies to verify realities. This approach disrupts their manipulation without escalating conflict, as Gaslighters rely on isolation and ambiguity.

Preempt theft by announcing contributions early (“I’ll present the analytics I developed”) and cc stakeholders on progress emails. West emphasizes “credit anchoring” – linking your work to measurable outcomes in group settings. For chronic offenders, strategically praise their “collaboration skills” to managers while highlighting your specific inputs.

Yes. The book recommends “controlled autonomy” – providing ultra-specific progress updates preemptively (“I’ll send the draft by 3 PM Thursday”) to satisfy their need for control while carving out decision-making space. Gradually negotiating check-in frequency reductions using data (“Our last 3 projects met deadlines with weekly updates”) can reset expectations.

1. Kiss Up/Kick Downers (charms superiors, abuses subordinates)
2. Credit-Stealers (claims others’ work)
3. Bulldozers (dominates conversations/decisions)
4. Free Riders (shirks team responsibilities)
5. Micromanagers (excessive control)
6. Neglectful Bosses (avoids guidance)
7. Gaslighters (distorts reality)

Silence their dominance by ensuring they speak last in meetings. Pre-meeting ally-building (“Let’s rotate speaking order”) and structured agendas prevent Bulldozers from hijacking discussions. West also suggests reframing their interruptions as enthusiasm (“Alex is passionate, but let’s hear Sarah’s full idea”).

Yes. For Free Riders, West advocates “selective transparency” – publicly assigning discrete tasks (“Jenna will handle the budget spreadsheet”) while documenting contributions. Teams can implement peer feedback systems to highlight unequal efforts without direct confrontation.

Some argue it focuses too much on individual adaptation over organizational change. However, West acknowledges systemic issues but prioritizes immediately actionable tools. The book also notes many jerks blend multiple archetypes, requiring layered strategies.

Unlike generic advice, Jerks at Work offers tailored playbooks for specific toxic types based on behavioral research. It uniquely combines academic rigor (West’s NYU studies) with dark-humor case studies, avoiding oversimplified “communication tips” in favor of strategic countermoves.

West warns against using tactics vengefully or without nuance. For example, overly aggressive Gaslighter responses could escalate conflict. The book emphasizes calibrating responses to a jerk’s power level and documenting patterns before acting.