50 pages • 1 hour read
Surrounded By Idiots
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Chapters 10-12Chapter Summaries & Analyses
Chapter 10 Summary
The author examines the personality types’ body language, including posture, gaze, facial expressions, gestures, handshakes, and personal space. He claims that Red personalities tend to take up space, walk confidently, have firm handshakes, and use dominant gestures, such as pointing at people. Since they prioritize efficiency, Reds tend to move quickly.
Similarly, Yellows tend to be confident and move at a fast pace. They find it easy to make themselves at home in different places, and use open and relaxed gestures. This outgoing personality tends to smile often, maintain eye contact with others, and shows affection easily. Greens have more subtle body language. They tend to have friendly faces and are more calm and discreet in their movements than Yellows and Reds. This introverted type tends to speak softly and may struggle with public speaking. Lastly, Blues are much more distant and contained than the other types. While they can maintain eye contact, they tend to have “closed” body language, very limited and slow gestures, and a monotonous voice (Locations 1728, 1760). Blues may give or receive dramatic news without revealing their emotions at all; they also prefer to have a lot of personal space.
Chapter 11 Summary
Erikson relays an anecdote which demonstrates how different personalities approach the same event. At his former workplace a Yellow manager enthusiastically proposed an expensive and outlandish work party, which their Red boss immediately approved. The Green employees made this plan possible by offering to pick up their colleagues and help plan the party, while the Blue employees were concerned about the logistics of the plan.
Erikson recalls how consuming alcohol at the party dramatically changed the personalities of some of his colleagues, transforming optimistic and entertaining Yellows into sulking introverts and withdrawn Blues into happy partiers. While under the influence, the Red boss tried to persuade the Green employees that he was not as strict and domineering as he seemed; the equally drunk Greens chastised him for his management approach and made him feel unwelcome. Erikson observes that drinking caused the Reds and Greens to switch some personality traits. He relays how this odd change in social dynamics at the party did not yield any permanent changes in the workplace, as his sober colleagues reverted back to their usual selves the next Monday.
Chapter 12 Summary
Erikson tackles how to best adapt while working with different personalities. He notes that the ability to be flexible is part of having a high “EI,” or “emotional intelligence,” and that it requires intention and energy to adapt to different situations (Location 1861). Erikson argues that these adaptations are not “dishonest,” but a kind of social skill that may benefit everyone, and that each individual should choose for themselves how much to change their behavior or act according to their instincts (Location 1885).
Erikson advises people to win over Reds by working quickly, being decisive, speaking up honestly, taking initiative, and getting quickly to the point. Reds prefer people to be “determined and direct” and are annoyed by indecision and nuance (Location 1969). Erikson warns the reader to never back down from conflict with a Red, who will lose respect for them and see them as a “doormat” afterward (Location 1977). When a Red is bullying others it is essential to stand up to them by calling out their poor behavior, or leaving the room. No matter how intimidating they are, it is important to hold one’s ground. Since Reds are very task-oriented, it is unwise to leave them out of the decision-making process.
To get along with Yellow personalities, Erikson advises the reader to listen attentively to their stories and jokes and be as friendly and open as possible. To keep a Yellow’s attention, direct them to big questions and minimize details. Yellows will always make decisions intuitively, so respect their need for having something “feel right” (Location 2088). Since Yellows enjoy novelty, emphasizing that something is new will excite them. Sharing personal stories is one way to quickly connect with a Yellow, as is flattering them.
To best communicate with Greens it is important to understand their need for security; they can be gently coaxed to make changes without dismissing their anxiety about it. Greens need quiet time to themselves to recharge, and shouldn’t be expected to be as busy and socially involved as other types. Erikson argues that this type needs to consider how to overcome their passivity and take more responsibility in their lives. Erikson claims that Greens are very sensitive to criticism and often react to it with passive resistance; authority figures should gently critique their performance in private.
When working with Blues, it is best to be prepared and on-time. This type is not motivated by inspirational speeches or grand expressions, as they are more concerned with assessing facts and making a logical plan of action. The author tells the reader to “put daydreams and visions aside” when dealing with Blues, clearly stating the facts and details of the matter instead (Location 2408). This type is motivated by producing excellent work, so paying attention to quality will help gain their trust. Blues can develop their social skills by remembering that other types are more interested in sharing personal stories and feelings, and that their criticism is not always welcome or appropriate. Blues also need to be reminded to make clear decisions, rather than procrastinating by waiting for more information.
Chapters 10-12 Analysis
Erikson adds depth to his descriptions of each personality by detailing the body languages he associates with each type. For example, Erikson describes Yellows’ body language as “open and inviting. Smiles appear constantly, even when there’s not much to smile about. They joke around and can be very relaxed” (Location 1674). Erikson uses his discussion about body language to emphasize the necessity of understanding people’s “types” to accurately gauge their feelings. This touches on the theme of Personality and Compatibility. He claims that, being opposite personalities, Reds and Greens will exhibit completely different body language even when they are experiencing the same emotion. He claims, “A Green who is unsure leans backwards. A Red who is unsure leans forward, as his way of dealing with this uncertainty is to try to dominate the conversation” (Location 1631).
Erikson also makes suggestions for how the reader can adjust their own behavior to best deal with other personalities, once more speaking to The Importance of Adaptability. For example, Erikson tells the reader that no matter how conflict- avoidant they are, they should never retreat from an argument with a Red—he claims that this would cause the Red personality to lose respect for them. The author also suggests that by adapting one’s behavior it is possible to extend one’s influence over other people. He considers Greens to be very wary of change, but claims that with a “good dollop of patience” someone could coax them into accepting it (Location 2333). He advises, “Break down the process into small pieces and set aside a few weeks to persuade, win over, and spell out the particulars” (Location 2333) to get a Green on-board.
Erikson also shares strategies for how the reader can help others overcome their weaknesses and develop their strengths, underscoring his argument that each type has weaknesses that need to be understood and addressed. For example, Erikson claims that it is helpful for Reds to have someone remind them of the benefits of thorough analysis, paying attention to details, and weighing risks carefully. This should help them avoid making decisions too spontaneously and taking unnecessary risks. He also claims that the reader can help the Yellow types in their life by reminding them about realistic time management and by creating a structured routine for them to follow, since this will help them complete their work as scheduled, minimize late or missed appointments, and prevent them from losing important items. Erikson advises the reader to be cautious and private about reining in a Yellow’s behavior, as it will hurt their feelings to consider their weaknesses. He recommends a “slow and consistent” approach to feedback in a safe and friendly environment (Location 2227).
Erikson claims that because Greens shy away from taking initiative, people should expect to make detailed plans and share them with their Green family member or colleague well ahead of time. He also advises people working with this type to give specific instructions to help them take initiative in their tasks. The author reiterates that a Blue’s instinct is to work slowly to avoid mistakes, and recommends that their managers point to logical goals to motivate this type to work faster. Erikson urges the reader to reflect on what they need to work on themselves, and how they can contribute constructively to others’ self-development, too.
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