Surrounded by Idiots Summary and Review | Book by Thomas Erikson

The Four Types of Human Behavior and How to Effectively Communicate with Each in Business (and in Life)

1-Sentence Summary

Discover the secret to decoding human behavior with Surrounded by Idiots—a practical and entertaining guide to understanding different personality types, improving communication, and making every interaction smoother and more effective.

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Introduction

Ever felt like banging your head against a wall after talking to someone? You explain things clearly, yet they still don’t get it. Your boss cuts you off before you finish. Your partner seems to hear something completely different than what you said.

In Surrounded by Idiots, Thomas Erikson offers a simple but powerful idea for effective communication: people aren’t difficult on purpose. They just have different communication styles.

Using four colors to represent different personality types —Red, Yellow, Green, and Blue—Erikson creates a map to understand why people act the way they do. Reds charge ahead with decisions. Yellows bubble with ideas and stories. Greens focus on harmony and relationships. Blue individuals analyze details and facts.

With this color-coded system, you can crack the code on human behavior and transform frustrating relationships into rewarding ones. Are you ready for this transformation?

About Thomas Erikson

Thomas Erikson is a Swedish behavior expert, speaker, and bestselling author. He turns complex psychology into simple tools that millions of readers worldwide now use. With 30+ years as a leadership coach, he has guided thousands of executives and teams to better workplace relationships.

Before ‘Surrounded by Idiots’ hit shelves in Sweden in 2014, Erikson was already a respected consultant. The book exploded globally, selling over 3 million copies in over 40 languages. This surprise success launched him to fame and sparked a series of follow-up books using his color system (also known as the DISC system).

His other bestsellers are Surrounded by Psychopaths, Surrounded by Bad Bosses, Surrounded by Setbacks, and Surrounded by Narcissists. Each book uses his color codes to tackle different tough relationships. Some academic psychologists doubt the science of the DISC model. Still, readers appreciate its practical way of tackling complex human issues.

StoryShot #1: Your Perception of Others Is Filtered Through Your Own Behavioral Style

Have you ever wondered why some people seem impossible to understand? The problem might not be them. It might be how you’re perceiving them through your own behavioral filter. We tend to judge others based on our own communication preferences and behavioral patterns. When someone doesn’t think, act, or communicate like us, we often label them negatively.

The analytical person finds the enthusiastic colleague “scattered.” The action-oriented manager views the cautious team member as “painfully slow.” These judgments aren’t accurate assessments. They’re misinterpretations caused by different communication styles.

The title “Surrounded by Idiots” captures this common misconception. Erikson says, “We think we’re surrounded by idiots because we don’t understand how others communicate, decide, and react.” This misunderstanding creates unnecessary frustration in our relationships.

People aren’t behaving strangely to annoy us. They’re operating according to their natural behavioral preferences. Each of us processes information, makes decisions, and interacts with others in ways that feel normal to us. When someone else’s approach differs from ours, the disconnect creates friction.

Take James and Sarah, colleagues working on a project. James likes diving into action immediately with minimal planning. He focuses on results. Sarah prefers thorough analysis and detailed plans before proceeding. From James’s perspective, Sarah is wasting time overthinking. From Sarah’s view, James is rushing ahead without proper preparation. Neither is wrong. They simply have different approaches.

Understanding this principle is the first step toward better communication. Instead of calling others difficult or incompetent, we can see they come from a different way of behaving. This shift in perspective allows us to move from judgment to curiosity.

The next time you feel frustrated with someone’s behavior, pause and ask yourself: “How might their perspective differ from mine?” This simple question can transform your interactions.

StoryShot #2: The Four-Color System Reveals Why People Behave Differently

Why do some people seem to make decisions in completely different ways than you do? What if there was a simple system to decode these differences?

Erikson introduces the DISC behavioral model through a four-color system: Red, Yellow, Green, and Blue. Each color represents a distinct behavioral style and the main personality types. Each has unique characteristics, communication preferences, and decision-making approaches. The model isn’t meant to put people in rigid boxes. Most individuals display a combination of colors with one or two dominating. It provides practical tips for understanding why people behave as they do.

Red (Dominant): Reds are direct, decisive, and results-oriented. They focus on action, efficiency, and achieving goals. Reds speak quickly. They make fast decisions. They value productivity above all else. They’re natural leaders who don’t shy away from challenges and conflicts. However, they can appear intimidating. They might seem impatient and insensitive to others’ feelings.

Yellow (Influential): Yellows are social, enthusiastic, and persuasive. They thrive on personal connections and creative expression. They bring positive energy. Yellows communicate expressively. They tell stories. They make decisions based on intuition and excitement. They’re natural networkers who bring optimism to any group. Their weaknesses include disorganization and poor follow-through. They tend to prioritize socializing over tasks.

Green (Steady): Greens are patient, supportive, and relationship-focused. They value harmony, stability, and consensus. Greens communicate calmly. They listen well. They make decisions carefully while considering how they affect others. They’re reliable team players. They create safe spaces for collaboration. Their challenges include resistance to change and conflict avoidance. They may have difficulty speaking up in groups.

Blue (Compliant): Blues are analytical, detail-oriented, and systematic. They prioritize accuracy, logic, and quality. Blues communicate precisely. They ask detailed questions. They make decisions based on a thorough analysis of facts and data. They’re skilled at creating processes and maintaining high standards. Their limitations include overthinking and perfectionism. They might appear cold or critical.

Understanding these four types illuminates many workplace and relationship dynamics. The Red boss, who seems aggressive, is actually focused on results. The Yellow colleague who constantly interrupts with stories isn’t being disrespectful. They process information through social connections. The Green family member who avoids making decisions isn’t indecisive. They’re considering the impact on everyone involved. The Blue friend who corrects your facts isn’t being pedantic. They value accuracy and precision.

Observe the people around you. Try to identify their dominant color tendencies. Notice how their communication patterns align with the four types. This awareness will help you adapt your approach and reduce misunderstandings.

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StoryShot #3: Recognize and Adapt to Red Behavior That is Direct, Decisive, and Demanding

Reds are the dominant personality in Erikson’s system. These red personality types are goal-oriented individuals who value results above all else. They charge into meetings with energy. They make quick decisions. They expect everyone to keep pace with their fast-moving style. They make up only about 10% of the population. Yet they’re often found in leadership positions because of their decisive nature and willingness to take charge.

Imagine Sarah, a typical Red manager. She speaks directly, maintains intense eye contact, gestures emphatically—all body language signals that communicate her direct approach. In meetings, she cuts to the chase. She hates wasting time. She becomes visibly frustrated when discussions get off track. When problems arise, she makes split-second decisions. She expects immediate action. Her emails are brief, often just a few words without pleasantries. To many, she might seem rude or intimidating. But from her perspective, she’s simply being efficient.

When interacting with Reds, Erikson advises adapting to their communication style. Get to the point quickly. Reds appreciate directness and brevity. Highlight results and outcomes rather than processes or feelings. When presenting ideas, focus on how your proposal will achieve goals efficiently. Be prepared to answer challenging questions. Reds test ideas through direct questioning. Don’t take their bluntness personally. It’s not intended as rudeness but as efficiency.

The Red’s weaknesses include impatience and potential insensitivity to others’ feelings. They tend to make decisions too quickly without considering all perspectives. They can create stressful environments. Team members may feel pressured and unheard. However, their strengths are invaluable in certain situations. Their decisiveness, courage, and focus on results are key for quick action and clear direction.

Erikson shares a telling example of a Red CEO who terrified his staff during presentations. The CEO would interrupt. He would ask pointed questions. He sometimes even walked out if he felt his time was being wasted. After understanding his Red style, the team learned to adapt. They started presentations with key findings and recommendations. They supported points with concise data. They prepared for direct challenges. The relationship improved dramatically once they spoke his language.

When dealing with a Red personality, prepare a “bottom-line-up-front” approach. Start with your conclusion or request. Follow with brief supporting points. Be ready to respond confidently to direct questions. Match their pace and energy level while remaining assertive.

StoryShot #4: Connect Meaningfully with Yellows Who Are Social, Optimistic, and Persuasive

How do you connect with someone who brings energy to every conversation?

The Yellow personality is the social butterfly in Erikson’s framework. They are expressive, optimistic, and people-oriented individuals. They thrive on interaction and creativity. They make up about 25% of the population. Yellows light up rooms with their presence. They tell engaging stories. They generate excitement around ideas. They’re the colleagues who organize office parties. They remember everyone’s birthdays. They always have a new, creative approach to problems.

Consider Michael, a Yellow sales manager. In meetings, he speaks animatedly with varied vocal inflections. He uses expressive hand gestures. He frequently goes off on tangents with personal anecdotes. His workspace is decorated with photos, motivational quotes, and colorful items. He makes decisions quickly based on intuition and enthusiasm rather than detailed analysis. When he gets excited about a new project, his energy is contagious. But his follow-through is sometimes lacking as he jumps to the next exciting idea.

When communicating with Yellows, Erikson suggests building personal connections before diving into business. Take time for small talk. Ask about their experiences. Show genuine interest in them as people. Present information in a lively, engaging manner. Use visual aids and stories rather than detailed reports or spreadsheets. Give them opportunities to express themselves and share ideas. Most importantly, recognize their contributions. Provide positive reinforcement.

The Yellow’s weaknesses include disorganization and poor time management. They tend to overpromise due to their optimism. They may struggle with details and follow-through once the initial excitement wears off. However, their strengths make them exceptional in certain areas. Their creativity and persuasiveness inspire excitement for new ideas. They also motivate others and help build strong networks.

Give Yellow personalities time to form connections. Let them show their creativity. Present the big picture rather than drowning them in details. Help them structure their ideas by asking “how” questions. Gently guide them toward practical implementation steps. Show appreciation for their energy and creativity.

StoryShot #5: Build Trust with Greens Who Are Steady, Patient, and Relationship-Focused

Why do some people resist change? Why do they take longer to make decisions? How can you work well with the quiet, steady individuals in your life?

Green personalities make up about 40% of the population in Erikson’s system. They are patient, supportive, and focused on harmony and stability. These colleagues are reliable. They deliver quality work, remember personal details, and help resolve conflicts. They don’t seek the spotlight, but they form the backbone of many organizations.

Meet Lisa, a typical Green HR manager. She speaks calmly, listens attentively, and rarely interrupts. In meetings, she takes notes and asks thoughtful questions about how decisions affect the team. She prefers routine, and approaches change cautiously, needing time to adjust. When conflicts arise, she works behind the scenes to restore harmony. Her office is organized and comfortable, often decorated with plants or family photos.

To connect with Greens, focus on genuine relationships. Take time to engage with them personally. Listen sincerely to their input and avoid pushing for quick decisions. Present information in a calm, step-by-step way. Show how proposals support stability and benefit the team. Explain changes clearly and give them time to process. Above all, be consistent and follow through on promises.

Greens may resist change, avoid conflict, and struggle to speak up. They can seem indecisive, but they are actually considering how choices affect relationships. Their strengths—reliability, patience, and support—help teams thrive.

Erikson shares the story of a tech company rolling out a major software change. The project team, led by Red and Blue personalities, created detailed plans and logical explanations. Still, they faced resistance. They realized most concerns came from Greens. These employees needed more than technical training. They also needed reassurance about how the change would impact their routines and team dynamics. By addressing these concerns and making gradual changes, the team reduced resistance significantly.

To work well with Greens, build a trusting environment. Maintain a steady pace and show genuine interest in their views. Introduce changes gradually with clear explanations. Offer reassurance and allow time for processing. Their quiet nature doesn’t mean they lack insights—they need spaces where they feel comfortable sharing their thoughts.

Rating

We rate Surrounded by Idiots 3.5/5. How would you rate Thomas Erikson’s book based on this summary?

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