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Learn to Dance on Jello by Elad Levinson

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Chapter Four

Try to Underdo It at Work

Overdoing It Can Backfire

Marcus was a manager in the regulatory department for a biomedical firm. While competent and intelligent, Marcus had one thing going against him: impatience.

Projects he managed moved at a glacial pace. At least that’s what he perceived. He would often become easily distressed at basic steps of protocol. His frustration was contagious. He passed his time urgency on to co-workers. He concocted intense – and unrealistic – deadlines for his team to meet.

Marcus eventually crashed and burned. He wore himself and his peers out. His team began to see the pattern and push back. He was forced to leave the company when nearly everyone in his orbit complained.

Don’t Make Marcus’s Mistake: ...

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