Mercenary to Missionary to Artist

Heard in a podcast on a simple framework that Naval Ravikant suggests for both entrepreneurs and professionals:

Mercenary : Early in your career, do things for opportunity. Missionary : In the middle of your career, do things for change. Artist: Late in your career, do things for love.

Career Goals vs Life Goals

Two weeks ago, I had a very intense discussion with a friend who sought my advice on a career move he was contemplating. His, lets call him Sri, dilemma is this - he is working in a very good role in an MNC that is very well known, but on a technology that is not cutting edge. He is well recognised for his technical contributions, respected by juniors and the company pays him well. There really isn't any reason for him to move. However, he was drawn into a new opportunity in a company not as reputed as his current one, will in probability struggle to match his current salary. But the opportunity is unique and in a cutting edge technology and seem to provide a faster path to become a CTO. However, he understands he has to give his everything over the next few years.

I regularly get requests to advice on such or variant of such things and I've personally "been there and done that". I usually have only two questions:

1. How badly do you want the prize whatever it is (being a CTO in Sri's case)?
2. What is the impact of it on your other/life goals?

I've read things like only 3% of the people have written goals. But my experience is that even in those 3%, only a small set will have goals that cover all aspects of life. I've been pretty big on having written goals for myself, but it is only in the last 1-2 years I've come to realise the need to look everything from the prism of "life goals" and not just from a single perspective (usually, career goals for achievement oriented people).

Sri immediately got it and said he'd work on writing down his "life goals" before taking a call on his career move and then talk to me again. My guess is that the moment he sets his "life goals", answers would be very clear to him and that the said meeting will not happen and even if it happens, it will not be for further advice - he will probably be telling his decision and how we arrived at it. And I'd be patting my own back for a job well done!

This is perhaps what Stephen Covey asks "Is your ladder leaning against the right wall?". He asks us to make sure that we say an emphatic yes to the above question, before we start climbing the steps.

Now, are you in the 3% that have written goals or in the majority? Does these goals cover all aspects of life? If not, why not? If not now, then when?

Confronting the things that one need to confront

A mentor of mine gave me these questions that I should be asking regularly on areas that are causing pain. In other words he offered me this framework that he himself had gotten from a psychologist and he has found it useful. I'll now add this to my yearly review (apart from using to help me confront those things that I need to take head-on).

• What are those things that I ought to say, but not saying? 
• What are those things that I'm saying but that is not being heard?
• What are those things that are being said, but I'm not hearing?

Beautiful questions isn't it. The first one pushes us to take the bold step that we have been, for whatever reasons avoiding. Second one makes us evaluate the story, words, tone, medium, time, place etc., that we may have to change to be heard. Finally the third one makes it a point to question our own listening and/or interpretation of things that are being said.

Notice that in all the questions the responsibility is on us and we aren't blaming anyone - often the first step in correcting something.

What other questions you might be using to confront the things that need to be confronted?

Are you chasing mice or hunting an antelope?

Found this analogy very powerful:

Here's a brilliant illustration to explain the need to focus on the big things and let the little stuff slide: the analogy of the field mice and the antelope. A lion is fully capable of capturing, killing, and eating a field mouse. But it turns out that the energy required to do so exceeds the caloric content of the mouse itself. So a lion that spent its day hunting and eating field mice would slowly starve to death. A lion can’t live on field mice. A lion needs antelope. Antelope are big animals. They take more speed and strength to capture and kill, and once killed, they provide a feast for the lion and her pride. A lion can live a long and happy life on a diet of antelope. The distinction is important. Are you spending all your time and exhausting all your energy catching field mice? In the short term it might give you a nice, rewarding feeling. But in the long run you’re going to die.

So ask yourself at the end of each day "Did I spend today chasing mice or hunting antelope"

(taken from the book: Buck up, Suck Up ...... and Come back when you Foul Up: 12 Winning Secrets From The War Room)

Are you a model or a critic?

Stephan Covey in his highly celebrated book "The 7 Habits of Highly Effective People*" said this:

"Be a Light, not a Judge; Be a model, not a Critic".

The question for this Monday is simple. Are you aware in what areas of your life are you seen as a model? Why? In what areas you are a critic? Why? What is stopping you from being seen as a model in almost all walks of life? 

We criticize, hold grudge, be a victim and even take moral high ground and think others are wrong because it is easy to do so. It makes you feel good in the short run, as you absolve your responsibility and blame others. The alternate path is to engage, understand, empathise, see things from a different perspective, be open and willing to learn, willing to teach, take responsibility yourself etc., Its tough and the results take a long time to appreciate and some may initiatives may not yield anything. Just remember that we have a choice and we sub-consciously exercise such choices each day - Model or a Critic, Model or a Critic, Model or a Critic.....

* - If you are of the type that reads non-fictional books may be one per year or even one per decade, I strongly recommend you to read 7 Habits of Highly Effective People. This is one book I've gifted the most, and happy to gift you one too - just ask.

Core Requirements of Success

Last weekend I read “Better: A Surgeon’s Notes on Performance” by Dr. Atul Gawande. Dr. Atul is a surgeon, writer and a public health researcher. He writes extremely well in that his story telling ability is one of the best and it is hard to put off the book once you start reading. 

This book was no different. The book is disturbing in parts (when you read, for example, things that go in when a death sentenced convict is killed by giving a lethal injection!), informative (how massive it is to organize a polio eradication program in a place like India), outraging (when you read about how some people manipulate insurance), numb (when to stop fighting to save a patient) and above all thought provoking (almost all the sections). While the book mainly deals with things needed for a doctor to succeed, some of the principles are universal for any job.

He lists the following three things as core requirement for success:

1. Diligence – the necessity of giving sufficient attention to detail to avoid error and prevail against obstacles
2. Do it right – making sure we minimize human failings like avarice, arrogance, insecurity, misunderstanding etc.
3. Ingenuity – The willingness to recognize failure, to learn from failure without papering over the cracks. It arises from deliberate, and even obsessive reflection on failure and a constant searching for new solutions.

I think the above three are pretty good parameters to measure our own performance and/or hold ourselves to higher standards.

I’ve read two more books from the same author and they both are exceptionally good:

• The Checklist Manifesto- How to get things right: Thru riveting stories he reveals how simple checklists can bring in striking improvements in various fields
• Being Mortal: Medicine and What Matters in the End: Here the author argues that while medicine has triumphed in modern times transforming dangers from harrowing to manageable, but when it comes to inescapable realities of aging and death, what medicine can do often runs counter to what it should. Must read for anyone having aged parents.

Fixed vs Growth Mindsets

Who you are today is not who you have to be tomorrow.

And

Who your team member is today, is NOT the one tomorrow

I’ve been guilty of labelling myself “I’m this and not that” or “this comes to me naturally and I simply can’t do that” and have held myself back from exploring my fullest potential (as they say “YOU are your greatest enemy”). And the most dangerous thing for a leader apart from labelling self, is to label a team member this or that and not being open to possibilities.

In a fixed mindset, people believe their qualities are fixed traits and therefore cannot change. These people document their intelligence and talents rather than working to develop and improve them. They also believe that talent alone leads to success, and effort is not required.

Alternatively, in a growth mindset, people have an underlying belief that their learning and intelligence can grow with time and experience. When people believe they can get smarter, they realize that their effort has an effect on their success, so they put in extra time, leading to higher achievement.

Carol Dweck, a researcher at Stanford made the concept go viral in her pathbreaking book Mindset: How we can learn to fulfil our potential.

This concept is very very important for each individual to realize our own potential. And could make a difference between a good and a great leader. As a great leader our job is to move people from fixed to growth mindset whenever we see one. Please make time to read this book.

Reflection:

It was a tad late when I ran into this book. You are right, this is a wonderful book for parenting. My sons, both of them, somehow got this notion in their head, “I’m not good in Chemistry, OK in Math, Very good in programming” – a classic Fixed mindset. I’ve been trying hard to get them to understand that we can make incremental improvements in virtually any subject if we make consistent efforts and push the boundary. The book infact advises to NOT praise “inherent talent”, but to praise the “effort” when kids do well. It implores parents to put into every kids head to value effort over talent. I cannot recommend a better parenting book.

How great leaders inspire action

Out of nowhere I remembered this fab TED talk by Simon Sinek where he talks how great leaders start from “Why”, but not from “What” and explores how leaders can inspire cooperation, trust and change. I strongly recommend going over the 18min talk that has 42M+ hits. If you like this, you may also want to read his classic  Start With Why: How Great Leaders Inspire Everyone to Take Action.

I also like the talk for the way it is presented and we can learn from it. When you are watching, keep an eye on:

• How he uses the flip chart to explain the concept in simple terms
• How he repeats the central point again and again
• Subtle humor
• Examples that everyone can relate to (Apple, Dr.MLK, Wright brothers etc.,)
• Voice modulation

RamP!

Managing Emotions

Sitting close to Kevin Schultz means having an opportunity to talk to him regularly, apart from weekly 1-1s. Y’day he generally dropped by my cube to see how I was doing and somewhere discussion turned to range of emotions one display as a leader. He drew this scale 

Anger -> Disappointment -> No Response -> Agreement -> Joy

He says that there could be situations that a leader has to get angry and actually show it. However, it should be kept at minimum. He says “disappointment” must be used more frequently when things don’t go well. “No Response” is kind of an indifference – where an approach chosen or a decision made by a team member may not cause a big problem, but the person might not have “got it”, so you react by being indifferent.

I thought I’ll share this.

Do note that I’ve seen many people using “this person doesn’t “get it””. This is a dangerous position to be in. It is expected, atleast dealing with senior people, that you are in a position to assess what exactly the senior person wants even when the instructions may not be detailed. It can even be simple things like not using standard company template for ppt, put one gets labeled as not-getting-it. This is where self-awareness comes-in.

Changing the topic. The article titled “No, You Can’t Ignore Email. It’s Rude” by Adam Grant is going viral. The author argues that Being overwhelmed is no excuse. It’s hard to be good at your job if you’re bad at responding to people and says “Everyone occasionally misses an email. But if you’re habitually “too busy” to answer legitimate emails, there’s a problem with your process. It sends a signal that you’re disorganized — or that you just don’t care”.

Menteeing: How I've chosen my mentors

Knowing that I always would be menteeing under someone, recently a colleague asked me how I go about choosing a mentor for myself. I have never followed a process, but based on my mentee journey so far, I seem to seek mentor for three specific needs:

1. I get a chance to work with an expert and also feel that I can/need learn something from them on their area of expertise. Some examples:

• Even after joining NI, my heart was still in start-ups and I still was nursing the dream of being an advisor to start-up. I figured I was not knowledgeable on the VC/funding part, which I found very intriguing. So, I signed up the CFO of my previous company to be a mentor. I used to have skype calls with him 4-6 times an year and usually used to go with specific questions.  
• Other one was with an expert on Innovation. This is tricky as he has been my friend/peer for a long time. But I specifically wanted it to be called that way, as I got interested in how to go about Innovation. We used to meet 6-8 times in an year and I used to ask a lot of questions and his answers made me think and I was able to implement a few of those.

Both of the above lasted for 1.5 to 2 years and I came out of it being knowledgable about the theoretical aspects of these two subjects.

2. I identify a development need (usually has come from my boss either as a weakness that needs to be fixed or a new skill to be developed for future growth) and then find out who in my circle (or usually in the circle of other mentors) can mentor me. Some examples: 

• My upcoming plan to approach a very senior person specifically on being a project sponsor from a remote site
• Few years ago, I had signed a well known Leadership/Org Development consultant in Bangalore to help me lead technical people after I moved over as a manager to Wireless domain from the EDA domain

Note that #1 above is more of an interest, whereas this one is an identified development need.

3. Finding feet in a new org and to build relationships within the org. This is most important when you join a new org. Even otherwise it is always good to have someone as a mentor outside your own BU especially for folks in remote sites. 

• Almost as soon as I joined NI, I signed up with a senior person at the HQ and it continues till day. During my initial days, this mentor introduced me to lot of people, helped me understand how decisions are made at NI, key philosophies, key decision makers etc., Over the last few years, he is mainly acting as a sounding board (encouraging me to grow and calling out stupid ideas without mincing words). He also lends his shoulders to lean on, offers invaluable guidance on org development and has been one of my big supporters along with my boss.

I owe all my success and growth to a host of my mentors (and bosses that I'm lucky enough to be coached by). When the likes of Steve Jobs and Roger Federer have mentors, why not me and you have a mentor?

Some things that I'd made sure include:

1. You want to be willing to do it voluntarily. Have a belief that there’d always be some blindspots or areas of improvement and be humble enough to acknowledge that we can always learn from others.  Many times I've not liked what I've heard or the things that mentors make me do, has taken me out of my comfort zone, but this precisely is the reason to work with mentors.
2. I always set-up the meeting based on mentor’s availability and what works for him 
3. I diligently work on things they suggest (do something or read something) and keep them posted (fair amount of email conversation between meetings)
4. I show up for meetings and own-up something that I’ve not done (don’t give excuses)
5. Sometimes mentors do ask for favours (usually for others, rarely for themselves) and since I’m taking their useful time, I’ll act on them.

Please note mentors do not get anything in return for their time and efforts. However they do get a lot of joy in seeing their mentees grow and succeed. I'm therefore very careful with their time.

In summary, I've sought mentors for the following:

• For a reassuring pat on the back
• For an unapologetic slap on the face
• To explain why my fears are unfounded
• To tell me why my excuses are BS

(and for everything else you've a friend/partner/spouse that tells you exactly what you want to hear, make you happy in the short run and therefore possibly irrelevant in the long run).

Now go find a mentor.

Are you a Pleaser or an Introspector?

Over the last few years, the importance of "Self-Awareness" has caught up with the people that wants to continuously improve. The four archetypes are so profoundly explained in the pic. What are you?

Rejection (and the four paths)

All of us face rejection for various reasons. What we learn from them would separate the great from also rans. Seth Godin beautifully explains the four paths we have and its consequences. Are you choosing the right one?

If you seek to make change or do something important, your work will be rejected along the way. This is not in dispute.

What will you do after that?

1. Determine that what actually happened was that you were rejected, not your proposal, and that you have no right, no standing and no hope. Decide to back off, keep your head low and do what you're told from now on.
2. Realize that what might have happened is that you asked the wrong person, who wants something other than what you want. Resolve to do a better job of seeing where your work will be needed and recognized.
3. Understand that you didn't tell a story that resonated, that your homework, your details, your promise--something didn't resonate. Figure out what it was, and learn to do better next time.
4. Assume that whoever turns you down, ignores you or disagrees with you is a dolt. Learn nothing and persist.

In my experience, paths two and three are the most likely to get you where you're going. It takes grit and resilience to avoid the first path, and the fourth path is reserved for megalomaniacs, bullies and the terminally frustrated.

Source here.

Are you a high potential?

As you'd be aware, we in NI have adopted 9-box-criteria that rates every employee on a grid of performance and potential. Most of us normally understand what is meant by performance, however, we'd need some objective way to determine the potential exhibited. I've always referred to this Harvard Business Review article Are You a High Potential? to both understand and articulate. Further, we also have adopted a set of 10 questions from a Harvard Business Study to assess the potential.

Fear setting: Why you should define your fears instead of your goals

Came across this very interesting concept by celebrated author, blogger Tim Ferris. His latest TED talk (embedded) explains this concept in detail. I'd be trying over the weekend. Remember in most cases that it is the "fear" (fear of failure, fear of change, fear of getting found out etc.,) is what is stopping us from moving forward.

He talks of 3 simple steps for fear setting:

1. Identify your fears in the context of a goal. Find out how you can prevent it and then if it really happens what is that you can do to "repair" the damage.

2. What might be the benefits of the attempt or even a partial success?

3. What is the cost of inaction? (emotionally, financially, physically etc.,) and in 6months, 1year, 5year etc,

The video is just about 13mins, do watch it.

From the TED page:

The hard choices — what we most fear doing, asking, saying — are very often exactly what we need to do. How can we overcome self-paralysis and take action? Tim Ferriss encourages us to fully envision and write down our fears in detail, in a simple but powerful exercise he calls "fear-setting." Learn more about how this practice can help you thrive in high-stress environments and separate what you can control from what you cannot.

Patience helps

My elder son is studying at UC Irvine as a freshman and has been declared captain of their cricket team from next academic year (starting Sep'17) as the current captain is graduating this year. Yesterday, he was tasked with making a presentation to the school's board for sports on the plans of the cricket team etc., and also to get the budget approved. Cricket not being one of the primary sport in the US, predictably has not been getting importance (in terms of getting the (football) ground for practice, funds for participating in tournaments, getting kits etc.,). My son made an angry presentation to the board and obviously it didn't go well with them. He was elated with the opportunity he got, but was disappointed with himself. As any dad would do, I tried cheering him up and sent out an email on how he should approach going forward as he is likely to captain the UCI cricket team for 3 more years (subject to his own performance). I sent out the mail and thought it has the lessons I learnt in influencing people and is therefore generic and might be of use. Here it is:

I'm so happy that you're getting so many opportunities and getting to know how the world works at a very young age. Pl. keep in mind the following (based on what I've learnt in the last 25years dealing with a lot of people)

1. Demanding something from authorities never work (unless you are indispensable). Relationships help. Over the next year you should try to build relationship with these authorities - meet them informally (deliberately arrange to "run into" them), talk about your progress and challenges (see next points).

2. People don't like whiners, especially if they are leaders (think Kejriwal). Instead of putting the same thing as a problem or an issue, put it as a "challenge" and tell what you are doing to address it and then explicitly seek "help" to overcome the challenges you are facing, but unable to solve yourself.

3. Passion helps. People get moved by folks that are passionate to a cause. You can't do it in one meeting, therefore #1 is very important.

4. Surprises are not appreciated, lobbying helps. You should keep talking to them thru the year and when they come to the decision making meeting they are already aware and hopefully sympathetic to your cause.

5. Appeal to their emotion. When you present, do not present it from your perspective. Present it from the perspective of what is important to them (in your case it might be pride of UCI, showcasing the diversity at the campus, showing that UCI cares for students from all parts of the world etc.,). Note they too are operating under constraints and will not have infinite monies and are looking to optimise whatever they have. 

6. Likability helps (various studies have shown it). #2 and 4 makes you unlikeable and 1, 3 and 5 makes you likeable. When people prima facie "like" you, they are most likely to consider your requests in a favourable way.

7. Patience helps. You might follow all of my advice above and still may not be in a position to influence the board the first time, may be 2nd time too. So, you need to be patient and keep doing all these and trust me eventually you'd be able to influence. (Pl. re-read the first habit Be Proactive in Stephan Covey's 7 Habits of Highly effective people and specifically the section on "increasing the circle of  influence").

I'm proud of what you've done and I'm sure you'd do a lot more.

Why do you need mentors

I was talking to a very senior and a successful executive recently, trying to understand his leadership philosophy and how it has evolved. In the course of the conversation he introduced me to a tool that help get clarity on priorities and can therefore help us make better decisions. He then casually mentioned it was taught to him by one his mentors. Initially, I was surprised as to why such a successful person should/would have a mentor, but then I quickly realised that part of the reason why he has been successful is because he has mentors. It amazes me that so many folks do not have mentors, even at an informal. 

Ever wondered why do you a need a mentor? Here are few reasons I can think of:

• For a reassuring pat on the back
• For an unapologetic slap on the face
• To explain why your fears are unfounded
• To tell you why your excuses are BS

(and for everything else you've a friend that tells you exactly what you want to hear, make you happy in the short run and therefore possibly irrelevant in the long run).

The only two initiatives you should take in 2017

If you are hard pressed for time and have time for only two initiatives this year, please consider these two:

1. Set some goals, whatever they are, for 2017

2. Get a mentor

The above is in no particular order. For if you set some BHAGs (Big Hairy Audacious Goals), chances are you'd be hard pressed to find a mentor that will help you achieve them (assuming if you are serious about it). And if you just get a good mentor, the first thing your mentor would do is most likely to have you draw-up goals so that he/she can help.

As has been my practice for nearly two decades now, in the December break, I went over my progress in 2016 and set some goals for myself in 2017 (BTW, my official goals set by my boss is here). I've not always achieved all of them, but trust me it has helped me professionally and personally very very significantly. Happy to share privately, atleast the broad outcomes if you are interested, in private. This time I have only 3 broad categories and 1-2 outcomes for each one of them.

Not convinced?

1. Mark Zuckerberg, as his practice each year, just set a 2017 goal for himself (I can bet my entire net worth that he'd set a bunch of other goals that cannot be in pubic domain).

2. Here's list of celebrated Tech executives and their mentors

Your aspiration and company's need are different

This morning I met an ex-colleague who sought my help in furthering his career. I usually have such talks over long, early morning walks in Lalbagh as it helps me see things objectively (For the same reasons, I meet my Bangalore based mentors too in Lalbagh luring them with a treat at the famous MTR post the walk). This person, lets call him John, is an individual contributor with 20+ years in the industry. John in very articulate, sincere and grounded. He is well aware of his own strengths, limitations and options. A great character any manager would love to have in the team. 

I was surprised when he sought my help. But quickly understood his problem. He is in the current organization now for 10+ years and gotten into some kind of a comfort zone. He still is highly rated and enjoys his work. The problem is that he feels his influence is declining after he moved to a different vertical by choice, though he still is their senior most and best architect. Moving to this vertical (automotive) is his personal choice. However, he is unable to engage his customers in meaningful discussion. He said he has read everything on automotive domain from internet and played around with tools available easily. Everything appeared fine and I asked him to contrast his new experience with his previous domain (wireless). He said he never had such issues in his previous domain. It then suddenly stuck to me that in the wireless domain he literally grew with the technology - starting with 2G, all the way upto LTE-A. Naturally then the connect was easy. Whereas for automotive his knowledge is bookish and his customers sense it quickly, no matter howsoever his skills are transferable, he is not able to connect. After brainstorming on several options we both decided it is best for him to move to an automotive hub like Detroit and work with one of the big names there for atleast an year to improve the odds. We both felt good and were able to enjoy our breakfast at NMH, an old, but charming restaurant near Lalbagh. 

This was easy. John is so open to feedback and always looking at increasing his value-add to the system. I was quickly able to convince him that while he aspires to be an architect in Automotive, the company really needs someone that is extremely well versed. Atleast here the needs were matching, he had built his credibility and the company therefore was patient on him, and above all he was willing to do whatever it takes to get there. Not even once did he blame his management, or customer or economy or anything (he is one of best folks I've ever worked) and throughout the conversation his focus clearly remained on "what he could do". Infact, when he called he explained his situation and said "Prasad, I want your help to identify few areas that I can work on to get where I want to go". 

It was so refreshing. Natural tendency of most of us is to blame someone/something, for it becomes easy to not take any action to move forward. People even with modest ambitions would not be willing to pay the price (I met a senior leader who told me how throughout his career he has taken odd/tough/jobs-no-one wants to do, to become valuable and therefore increased his influence and also got what he wanted - more on it in a separate post). Invariably it is our manager's fault that we are stuck!! Responsibility is lying all over the place waiting to be picked up. 

Take Action - Wanting is not enough. Act on your goals; An inch of movement brings closer to your goals than a mile of intention - Steve Maraboli.

Are you hampering your own growth?

Argue for your limitations and sure enough, they're yours - Richard Bach, Illusions

Why anyone would want to do it? Because of the many things we see as ourselves, beliefs that we are many things we are not. If we see ourselves as something that we are not, we try to do everything to protect the story we are telling ourselves. We get so caught up in self-preservation that we close all the avenues of possibilities. "But, I'm a LabVIEW guy, I can't learn C" or "I'm a DSP guy, I don't seem to have a knack for understanding APIs" - sounds familiar? While self-preservation is essential, if it crosses a limit, we start protecting things which might not be required. 

As a first step in moving towards growth, start watching out where you've started identifying with your limitations and arguing for them. 

Whether you think you can or think you can't - you're right - Henry Ford

Tyranny of Competence

I first came to know about the concept of "Tyranny of Competence" in Bob Quinn's powerful book Deep Change: Discover the Leader Within. This is a person that is so good at the skills of their job, managers will tend to overlook their other flaws in character. They assume the character flaws are offset by the positive impact such people create in their jobs OR worse, many a times managers would not have the guts to confront as the fear the world will come to an end if such a person leaves the organization. 

Unfortunately, in the long run, destruction caused by lack of character is always greater than the competency provided.

Steven Covey gave us the image of leadership, being equal parts character and competency. You can be the most competent person ever, but without good character, you’ll never become a great leader. (Conversely, you can be a person of utmost integrity and character, but without being competent at what you do, you’re no longer trustworthy and therefore will never make a trusted leader.)

You can spot such folks easily as they exhibit some of the following:

• They believe several work place rules that appear to most, won't apply to them (I'm  not talking of folks that talk to their manager and get a formal exemption. I'm just talking about folks that come from a sense of "entitlement" or "I don't care" kind of an attitude).
• They believe the first-right-of-refusal for anything lies with them
• They are overly critical (many times in public and/or in front of juniors) of few folks around them, without trying to help the organization or the individual about the issue they are critical about. At times such criticism crosses what is "reasonable" and in the worst case it can even be seen as harassment at work.
• This is my favourite. They take immense pleasure in chewing down their manager (or management in general) without really ever trying to understand the constraints and other ground realities in which the business (and hence the manager) operates.
• There is an air of superiority about them and they feel they can treat others like dirt with their technical competence providing the license to do so
• They use "high-bar" as a stick to beat others, while completely being oblivious to their own character flaws
• While they bemoan that they hardly get "constructive feedback", they normally do not agree when such a thing is given because of the sheer arrogance that they know better (on the technical side that is)

You can easily add more.

How to deal with them? If you are a manager, you ought to be telling them almost immediately when you see such a behavior and make them aware of the negative impact it is having on the team (I strongly recommend STAR-AR approach, for it gives how they could have acted in a different way, while still making their point). They should be made to realise that the most cherished and valued people are the ones with both great competencies and the same time exhibit the greatest of character. Such people are respectful and treat others with great dignity. Look no further, just point them to our founders Dr. T and Jeff K.