In my construction role of Employer's Agent I've long learned that the key to a successful scheme is getting the right make-up of the client team; lead designer, engineers of various sorts, cost consultant, CDM co-ordinator, all working to the EA's brief but without stifling the ability of each to exercise professional excellence and shine. These days, if ever I find a Bercow on the team I don't hesitate - a call to the consultancy firm's directors to replace him or her within 72 hours. I have learned from bitter experience that giving a Bercow the benefit of the doubt and leaving them on the team is a recipe for disaster. They're incapable of being team players. They needle constantly, create divisions, offend others, sabotage negotiations, obstruct collective solutions and carry an arrogance so maddening that there will not be a single member of the client team that isn't either longing to deck 'em or to see someone else do it. They polarise working relations between the client and contractor sides and critically can increase the cost of a scheme significantly - in some cases into seven figures - solely due to their disruptive effect.
I've seen an old and experienced site manager, normally so imperturbable that he ran 100 guys on a crowded site with the calm of a Buddha, so provoked by one final, spiteful, cutting remark from a Bercow that for the first time in his career he took a swing, sadly missing the short-arsed miscreant and hitting the structural engineer in error. He had to be dismissed immediately, of course, and as I watched him clear his site office the expression on his face was 'It's not fair'. And indeed it wasn't.
And so I have great sympathy for MPs enraged at the behaviour of the little sociopath in the Speaker's chair; you'd imagine that a modicum of interpersonal skills would be a pre-requisite for the office, but from a Rotten Parliament mired in its own filth and as a replacement to the deeply stupid and avaricious Gorbals Mick such an oversight is not unexpected.