How to deal with horrible types before they ruin your life.
Is someone out there trying to ruin your life?
Do you have someone in your life whose one aim seems to be to make everything hard, unpleasant or downright rotten for you? Maybe it's someone you work with, live with or share a family with, but we all know at least one tricky person.
Taking the lead from Jean-Paul Sartre who wrote that 'hell is other people', psychologist Andrew Fuller presents a complete survival guide to difficult people in his latest book, Tricky People.
Based on over 25 years working with people, many of whom were struggling with a difficult person, Tricky People explores the challenging dynamics of being in a relationship with someone who makes your life hell!
They come in a variety of forms. There's the Backstabber, the Blamer, and the Whinger; the Bullies and the Tyrants; the Controllers; the High and Mighties; the Avoiders; the Competitors' and the Poor Communicators, and in their own unique ways they can cause everything from mild irritation to lasting emotional damage.
But there are many ways to hang onto your sanity and put these tricky people in their place.
Knowing how to deal with tricky people is an important life skill. Unfortunately accommodating, acclimatising to, avoiding or acquiescing to tricky people never works. Taking them on in an upfront fi ght, running away or just freezing and seething wont work either.
Its important to recognise the key traits of tricky people so you are familiar with their tactics, but also learn how you respond to them and which of your sensitive buttons they push.
My aim is to help people understand these diffi cult souls, deal with the intricacies of offi ce politics, and the intrigues of family dramas, and rise above the hotbed of rumour and innuendo! And also recognise and overcome their own trickiness.
Back-stabbers: brag and boast, are happy to spread negative news about others, spread gossip, claim credit for things they didn't do, are selective about who they praise or talk to, often conceal feelings of inadequacy and fearfulness.
Famous examples: Brutus, Lady Macbeth.
Blamers and Whingers: complain about others, point the finger, are guilt-traders, can give it but can't take it, know how to hold a grudge, conceal a fear of being responsible.
Famous examples: Lady Bracknell, Catherine of Aragon.
Bullies and Tyrants: are abusive, demanding, insulting, threatening, belittling, make unnecessary personal attacks and try to gain power at your expense.
What drew you to write this book?
Andrew Fuller: Having written Tricky Kids people kept coming up to me saying things like, " I used to be married to one of them", " My in-laws are just like that" or "I work with one of them". This lead to me ask thousands of people in workshops to describe the difficult people in their lives. Their descriptions became the basis for the types described in the book.
It was concerning to learn that very few people had an experience of fixing their relationships with tricky people.
Do you suggest that you diagnose which category the 'tricky' people in your life belong in?
Andrew Fuller: Knowledge is power. By gaining an understanding of the preferred modis operandi of the tricky people in your life you are more able to create strategies for improving your relationships with them.
Is it worthwhile trying not to socialize with these 'tricky' people?
Andrew Fuller: While many tricky people come under the category of " people who it is best to avoid" it is harder to do than it seems. In fact many people who left jobs, friendships or marriages because of a tricky person often find that another tricky person takes their place. Therefore learning to cope with them seems inevitable.
How can you deal with certain 'tricky' people, such as those you work with?
Andrew Fuller:
In Tricky People, we develop a chillpill for coping with different types. This includes:
C onduct cost- benefit analyses- decide whether to act or not to act
H ave a look for your patterns of relating to tricky people
I nsight into your own behaviour and role
L ook for the best outcomes
L ook for and select strategies
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