We've all worked with a Kevin.

Maybe you’ve even been a Kevin.

Kevin, who features in the book Badly Behaved People by Zena Everett, was the head of a computer services sales team, managing 15 people in an open office environment. He was a good manager - except for one blind spot: Kevin had a habit of losing his cool, often unleashing angry outbursts directed at his computer, phone, or even frustrated customers.

His team would watch in dismay as Kevin slammed down his cup, let out a stream of expletives, and generally had what Everett describes as an "amygdala hijack," a sudden emotional reaction that overrode his rational thinking. The HR team also took notice, concerned that Kevin's public displays of temper were inconsistent with the company's brand and culture.

When Everett sat down with Kevin to discuss his behaviour, he was initially defensive. But his attitude changed once she pointed out that his grown children would be mortified to witness such an outburst from their father. Kevin had never considered the impact his actions had on his team and the broader organisation.

Under Everett’s guidance, Kevin developed strategies to better manage his emotions and model the professional behaviour he expected from his team. However, this case highlights how even good leaders can have blind spots regarding their own conduct.

Many people have experience of working alongside "difficult people," those who make others' work experience harder. Everett stresses that “understanding the

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