If we asked you to describe the jerk in your office, we'd probably get an earful. Maybe it's a colleague, a boss or even the CEO. Perhaps we put up with their bad behavior because we think they're visionary leaders or they possess a specific skill set we can't do without. More likely, though, we're simply unable to do anything about them.

But jerks aren't simply an unpleasant fact of life, argues Tom Davenport in a post at Harvard Business Online—they're actually more likely to make decisions actively detrimental to your company's wellbeing.

Here's why:

• "Jerks tend to think their own perspectives are the only ones worth considering, but good decisions require serious consideration of alternatives."
• "Jerks think they're never wrong, but good decisions require acknowledging and learning from mistakes."
• "Jerks are consumed with petty resentments and grievances, but good decisions require clear-headed, objective thinking."
• "Jerks alienate other people, but good decisions require collaboration across a social network."

Davenport stops short of speaking in absolute terms. "While all jerks don't always make bad decisions," he notes, "and non-jerks occasionally decide badly too, I'd guess that there is a sizable correlation between jerkiness and bad judgment."

Your Marketing Inspiration is to consider his perspective—if your company hires, promotes and retains jerks, it's probably cultivating a team of bad decision-makers.

More Inspiration:
Leigh Duncan-Durst: Social Media Detectives—Power Unleashed
Ted Mininni: Turning Brands Into Megabrands
Michael Rubin: Making Customers Happy Is a Key Benefit of Web 2.0

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