The Buck Stops Over There Somewhere

Others who are good at picking out opportunists look for an opportunist's specific choice of words rather than focusing on the subject matter of the person's communications or his or her general attitude. For example, opportunists take credit for all victories. They are not the conduit for the organization—a concept that we discussed earlier. Consequently, they use "I" and "me" instead of "we" when discussing positive results or developments.

They also remind others constantly of their victories—even when the organization has moved on to new matters. Opportunists feel a need to tell you—in the first five minutes of any given conversation—about some great victory they had, some important title they had, some board they sit on, or someone important they know. Ambitious people, on the other hand, allow others to tell you about their accomplishments and then downplay these accomplishments when you bring them up.

The self-centered words, phrases, and stories that characterize an opportunist disappear when problems arise. In these situations, opportunists tend to compartmentalize their jobs in order to limit their exposure to failure. First, they try to avoid assignments that carry with them a significant risk of failure—even when such situations present a great opportunity for success as well. "Opportunists shy away from risk, even when there are large potential rewards. The reason is simple. They plan to jump back into the risky matter once they are confident that everything will turn out well," according to seasoned corporate attorney Jack Walbran.

When failure does occur or seems imminent, opportunists run for cover quickly. That includes shirking responsibility for the actions of their subordinates. Consequently, they frequently use phrases like "you'll have to check with Susan" or "unfortunately, my assistant did not get that done." They pass the buck at the very first opportunity. Many go so far as to send subordinates into "bad" meetings, even when their own peers will be present.

A senior Justice Department official once told me that his least favorite phrase from a subordinate is "should be." "For example, I assign you and your legal team to do a 'white paper' on an important legal strategy. A week later I ask you if the white paper on the new legal strategy is done, and you answer, 'Should be.' That phrase says three things about you. First, the phrase says that you think I am too stupid to figure out that you do not know the answer to my question. You do not know if the paper is done or not and you won't admit it. That is patronizing. Second, the phrase 'should be' says you do not know what your people are doing. You have not taken the time to interact with your subordinates to determine if they have completed the assignment. Finally, the phrase says that you are ready to blame someone else if the job hasn't been done. You are 'predistancing' yourself from the failure. That's why the phrase 'should be' is a sure sign of both ineptitude and opportunism at work."