AST Digital Magazine October 2017 Digital-Oct | Page 26

Volume 17
Neither of us would, and we are likely
not alone.
October 2017 Edition
Above we observed that how prospective Dep-
uty Marshals responded to extreme scenario
questioning reflected their suitability for the kind
of work that Marshal’s face daily.
Significantly, such questioning also gives clues
about the type of colleagues the prospects will
be.
For example, people who display either bravado
or are self-righteous tend not to make very good
colleagues, especially over time, which is impor-
tant in team-based environments.
Once again, people who like what they are do-
ing, and like who they are doing it with, tend to
be more productive than people who do not like
either their work and/or colleagues.
“The No Asshole Rule: Building a Civilized Workplace and
Surviving One That Isn’t.”
For example, recall the provocative, bestselling
title of Professor Robert Sutton’s book, “The No
Asshole Rule: Building a Civilized Workplace
and Surviving One That Isn’t.”
The long-term results of the Marshals Service,
such as the average weekly arrest rate of the
NY/NJ RFTF of over one-hundred of the most
dangerous fugitives, are a vivid example of this.
A certain segment of the population approaches
work from a purely economic perspective, and
USMS (Image courtesy of the U.S. Marshals Service)
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