‘Do not ever patronise me again.’

Those words are seared onto my brain, coming from the mouth of a new boss many years ago.

I had not long been employed and wanted to make an impression. Therefore, every conversation was a combative one, a conversation I set out to win, seeing that as a way to impress.

As the conversation which took place in my office ended, the new boss for whom I had quickly built a strong regard, stood up and walked out. He turned around just outside the door, and walked back a couple of paces, and uttered those words.

‘Do not ever patronise me again’.

He then turned on his heel, and walked out.

I was both astonished, and very concerned. It was only after a painful re-run and examination of the conversation that I realised he was right.

I had, completely unwittingly, patronised him.

What had driven that destructive behaviour?

It took a while for me to understand my own behavioural characteristics. In those days I went into every similar conversation with a point of view that I was prepared to defend aggressively. While I was always prepared to adjust my position in the face of good arguments, this was deeply hidden. In addition, I failed the most significant test of a good debater.

I failed to listen.

My ‘tin-ear’ did not hear a word that was said in any context other than: ‘with me or against me’.

No such thing as active listening, understanding the basis of a differing view, or reflecting on the quality of the foundations of my own.

Later that day I did go into the boss’s office and apologise, acknowledging my mistake, and thanking him for bringing it so painfully to my attention.

We worked together very productively for a decade after that incident in two different companies. We had many debates, and rarely was the outcome black and white, right, and wrong. It proved absolutely that two heads are always better than one, assuming the heads are aligned to the same objective.

 

Header acknowledgement. My thanks to Dilbert and Scott Adams.