In today’s fast-paced and fast-changing world, the allure of charismatic and confident individuals can often mask darker personality traits that spell disaster for organizations. Narcissists and psychopaths, with their charm and apparent fearlessness, frequently find themselves in positions of power, leaving a trail of chaos and destruction in their wake.
But how do these individuals manage to navigate hiring processes and climb the corporate ladder so successfully?
And what can companies do to protect themselves from the long-term damage these toxic personalities can inflict?
This article delves into the strategies narcissists and psychopaths employ to secure key positions, explores the ways they create and thrive in workplace chaos, and examines their potential to bring about the downfall of entire organizations.
We’ll provide 10 practical tips for leadership to improve screening processes and avoid hiring these destructive personalities.
By understanding the tactics of narcissists and psychopaths in the workplace, companies can better safeguard their culture, productivity, and long-term success.
From Loyalty to Volatility
In the past, workplace loyalty was highly valued, and many people spent their entire careers with a single company. This long-term commitment fostered strong relationships, a deep understanding of the company culture, and a sense of stability for both employees and employers. Employees often felt a sense of duty and pride in their work, contributing to a loyal and dedicated workforce.
However, today’s workplaces are changing rapidly and can be quite volatile. Technological advancements, globalization, and economic fluctuations have created an environment where job security is no longer guaranteed. Companies frequently undergo restructuring, mergers, and layoffs, leading to a more transient workforce. In this climate of uncertainty, employees are more likely to switch jobs, seeking better opportunities or simply trying to adapt to changing circumstances.
The rapidly changing and often volatile nature of modern workplaces provides a fertile ground for narcissists and psychopaths to thrive. Their ability to manipulate, charm, and present themselves as capable leaders can make them seem appealing in times of turmoil, but their presence can ultimately undermine organizational health and stability.
The Allure of Toxic Leaders in Unstable Times
In tumultuous environments, narcissists and psychopaths often appear appealing. Their charismatic and confident personas can be mistaken for strong leadership qualities. They are adept at manipulating situations to their advantage, often presenting themselves as the solution to a company’s problems. Their ability to charm and persuade can be particularly attractive to organizations looking for quick fixes and decisive action amid chaos.
Narcissists
Narcissists thrive in these conditions because they excel at self-promotion and can create a facade of competence and success. They exploit the lack of stability and clear direction to position themselves as indispensable, often at the expense of others. Their lack of empathy and willingness to engage in unethical behavior can give them a competitive edge in cutthroat environments.
Psychopaths
Similarly, psychopaths can navigate the volatile workplace with ease, using their manipulative skills to climb the corporate ladder. Their lack of remorse and ability to remain calm under pressure allow them to make ruthless decisions that can be detrimental in the long run.
How Narcissists and Psychopaths Get Hired
In today’s rapidly evolving work environment, individuals with narcissistic and psychopathic traits often find themselves hired into key positions due to several factors that can initially appear as positive attributes. Here’s an explanation of how this occurs:
Charm and charisma
– These individuals often excel at first impressions and interviews.
– Their ability to be engaging and likable can mask potential red flags.
Example: A candidate impresses the hiring panel with witty anecdotes and personable demeanor, overshadowing concerns about lack of team experience.
Confidence and fearlessness
– They project unwavering self-assurance, which can be mistaken for competence.
– Their apparent fearlessness is often interpreted as leadership potential.
Example: An applicant confidently claims they can turn around a struggling department in just 3 months, despite limited experience in the field.
Convincing communication
– They’re typically skilled at articulating ideas and selling themselves.
– This can lead employers to overestimate their actual capabilities.
Example: A candidate persuasively explains away a gap in their resume, leaving interviewers feeling they’ve heard a reasonable explanation.
Results-oriented persona
– They emphasize achievements, often exaggerating or taking credit for others’ work.
– This can appeal to employers focused on bottom-line results.
Risk-taking propensity
– Their willingness to take risks can be seen as innovative thinking.
– In fast-paced industries, this can be viewed as a valuable trait.
Networking skills
– They’re often adept at building superficial but impressive networks.
– This can give the impression of being well-connected and influential.
Crisis management abilities
– They may appear calm and collected in high-pressure situations.
– This can be mistaken for genuine leadership skills.
Emphasis on image
– They may invest heavily in personal branding and appearance.
– This can create a polished, professional image that impresses employers.
Manipulation of hiring processes
– They may research and tailor their responses to exactly what the company is seeking.
– This can make them appear as the “perfect fit” for a role.
In the context of ever-changing work climates
– Companies often prioritize adaptability and quick decision-making.
– There’s a tendency to value confidence and charisma over more subtle leadership qualities.
– The emphasis on “cultural fit” can sometimes favor those who are skilled at mirroring desired traits.
– Short-term thinking in hiring decisions may overlook potential long-term negative impacts.
It’s important to note that while these traits can lead to initial hiring success, they often result in long-term issues for organizations.
Improved hiring practices, including more thorough background checks, longer probationary periods, and assessments that go beyond surface-level charm, can help mitigate these risks.
Let’s dive in!
From Charm to Harm: How They Create Chaos in Workplaces
Narcissists and psychopaths can create chaos in workplaces and potentially lead to the downfall of companies or institutions.
Here’s how this process often unfolds:
Divisive tactics
– They pit colleagues against each other, spreading rumors and creating conflict.
– This fosters a toxic work environment, reducing collaboration and productivity.
Example: A manager tells one team member that another criticized their work, when no such criticism occurred, creating tension between colleagues.
Manipulation of information
– They may withhold crucial information or spread misinformation.
– This leads to poor decision-making and inefficiencies across the organization.
Example: A project lead withholds key data from team members, ensuring they remain dependent on the lead for critical decisions.
Exploitation of power dynamics
– They often charm superiors while intimidating subordinates.
– This creates an atmosphere of fear and mistrust, stifling innovation and open communication.
Sabotage of projects
– They may deliberately undermine projects that don’t serve their personal interests.
– This can result in missed deadlines, wasted resources, and lost opportunities.
Example: A project lead withholds key data from team members, ensuring they remain dependent on the lead for critical decisions.
Credit-stealing and scapegoating
– They take credit for others’ work and blame others for failures.
– This demoralizes high-performing employees and can lead to talent loss.
Short-term focus
– They prioritize quick wins over long-term stability.
– This can lead to unsustainable practices and strategic missteps.
Ethical breaches
– They may engage in or encourage unethical or illegal activities.
– This puts the entire organization at risk of legal and reputational damage.
Resistance to accountability
– They avoid responsibility for their actions and resist oversight.
– This can lead to a culture of impunity and lack of checks and balances.
Excessive risk-taking
– Their grandiosity may lead to reckless decisions and investments.
– This can jeopardize the financial stability of the organization.
Creation of dependency
– They may make themselves indispensable by centralizing control and information.
– This makes the organization vulnerable if they leave or are removed.
Lack of accountability
Example: During a company restructure, a manager takes credit for a successful initiative that was actually led by a now-departed colleague.
Opportunity for manipulation
Example: Amidst a merger, an employee spreads rumors to position themselves favorably for a promotion in the new organizational structure.
Showcasing adaptability
Example: During a crisis, a team leader appears calm and in control, earning praise despite making decisions that ultimately worsen the situation.
Impact on the Company or Institution
The cumulative effect of these behaviors can lead to:
– Decreased productivity and innovation
– High employee turnover
– Loss of key talent and institutional knowledge
– Damaged relationships with clients and partners
– Financial instability
– Legal and regulatory issues
– Erosion of company culture and values
Downfall of the Company or Institution
The unchecked influence of narcissistic and psychopathic individuals can destabilize the very foundation of an organization, leading to its complete collapse.
Underlying Reason
Narcissists and psychopaths often prioritize their own interests over those of the organization. Their lack of empathy, manipulative tendencies, and unethical behavior can create a toxic work environment, undermining trust and collaboration among employees. When such individuals hold significant power, their decisions can be driven by self-interest rather than the company’s long-term well-being.
Narcissists and psychopaths are adept at creating a facade of competence and success, which can mislead other leaders and stakeholders. This deception can result in misguided strategies, poor decision-making, and a lack of accountability. Additionally, their charisma can overshadow their detrimental actions, causing the true impact of their behavior to be overlooked until it is too late.
Moreover, their influence can permeate through the organization, encouraging a culture of fear, mistrust, and unethical practices. Talented employees may leave, unwilling to work in such an environment, leading to a loss of institutional knowledge and expertise. The focus on short-term gains at the expense of ethical considerations and sustainable practices can also erode the company’s reputation and customer trust.
In extreme cases, these factors can combine to create a perfect storm that results in the company’s downfall. Financial mismanagement, legal troubles, loss of key personnel, and a tarnished reputation can all contribute to a downward spiral that is difficult to recover from.
Tips for Improved Screening
Here are 10 tips for leadership to improve screening and avoid hiring individuals with potentially harmful narcissistic or psychopathic traits:
Implement Behavioral Interviews
– Develop a standardized set of questions focusing on past experiences.
– Ask for specific examples: “Tell me about a time when you faced a significant challenge at work. What was your role, and what was the outcome?”
– Look for consistency in responses and pay attention to how candidates talk about former colleagues and employers.
Conduct Thorough Reference Checks
– Go beyond HR-provided references. Seek permission to contact former supervisors or colleagues not listed.
– Ask targeted questions like, “How did this person handle conflicts?” or “Can you describe their leadership style?”
– Pay attention to hesitations or lukewarm responses, which can be red flags.
Utilize Psychometric Testing
– Choose validated tests like the Big Five personality assessment or emotional intelligence tests.
– Use these as part of a holistic evaluation, not as standalone decision-makers.
– Have trained professionals interpret the results to avoid misuse or misinterpretation.
Extend the Interview Process
– Include a mix of one-on-one and panel interviews.
– Involve peers and potential subordinates, not just superiors.
– Compare notes after each round to identify any inconsistencies in the candidate’s behavior or responses.
Emphasize Team Exercises
– Design exercises that require genuine collaboration, not just parallel work.
– Observe how candidates handle disagreements, share credit, and support others’ ideas.
– Include team members in the evaluation process to get their perspectives.
Focus on Emotional Intelligence
– Ask for examples of how they’ve mentored others or handled difficult interpersonal situations.
– Present scenarios involving ethical dilemmas and assess their reasoning.
– Look for signs of self-awareness and the ability to discuss personal weaknesses honestly.
Verify accomplishments
– Request specific metrics or data to back up claimed achievements.
– Ask detailed questions about their role in team projects.
– Be wary of candidates who consistently downplay others’ contributions or blame others for failures.
Assess cultural fit carefully
– Clearly define your organization’s values and ethics beforehand.
– Ask scenario-based questions that relate to these values.
– Involve employees from different departments to get a rounded view of fit.
Implement Longer Probationary Periods
– Set clear expectations and evaluation criteria for the probationary period.
– Schedule regular check-ins with the new hire and their team.
– Gather feedback from a variety of sources throughout this period.
Train Hiring Managers
– Conduct workshops on recognizing manipulative behaviors and toxic traits.
– Provide resources on effective interviewing techniques and bias recognition.
– Encourage open discussions about past hiring mistakes and lessons learned.
Commitment From the Entire Organization
Implementing these strategies effectively requires commitment from the entire organization. It’s crucial to:
– Ensure consistency in applying these methods across all hires.
– Regularly review and update the hiring process based on outcomes.
– Balance thoroughness with efficiency to avoid losing good candidates to a lengthy process.
– Maintain clear communication with candidates throughout the process.
– Stay compliant with labor laws and regulations in your jurisdiction.
By adopting these practices, organizations can significantly improve their ability to identify and avoid potentially toxic hires while also creating a more robust and fair hiring process for all candidates.
Additional Considerations
Organizational culture
– A strong, ethical organizational culture can act as a deterrent to toxic individuals and make it harder for them to thrive.
Ongoing evaluation
– Regular performance reviews and 360-degree feedback can help identify problematic behaviors that may not be apparent during the hiring process.
Leadership training
– Providing training on recognizing and managing toxic behaviors can help mitigate their impact on the organization.
Whistleblower protection
– Implementing robust whistleblower policies can encourage employees to report unethical or harmful behaviors without fear of retaliation.
Succession planning
– Developing a diverse pool of potential leaders can reduce the organization’s vulnerability to a single toxic individual in a key position.
External oversight
– For larger organizations, having an independent board of directors or advisory committee can provide additional checks and balances.
By incorporating these additional considerations, along with the screening strategies, organizations can better protect themselves from the potentially devastating effects of narcissistic and psychopathic individuals in the workplace.
About the Author
Ilse Gevaert is a psychologist and coach with expertise in neurodiversity (ASD and ADHD), giftedness, trauma, narcissistic abuse, and resilience. Ilse continued her education at prestigious institutions such as Harvard and Cornell, where she obtained leadership certificates that have informed her practice.
References
Babiak, P., & Hare, R. D. (2006). Snakes in suits: When psychopaths go to work. Regan Books/Harper Collins Publishers.
Brunell et al., 2008 A.B. Brunell, W.A. Gentry, W.K. Campbell, B.J. Hoffman, K.W. Kuhnert, K.G. Demarree. Leader emergence: The case of the narcissistic leader. Personality and Social Psychology Bulletin, 34 (2008), pp. 1663–1676.
Highhouse, Scott; Brooks, Margaret E.; Wang, Yi (2016-11-14). “Status Seeking and Manipulative Self-presentation”. International Journal of Selection and Assessment. 24 (4): 352–361. doi:10.1111/ijsa.12153. ISSN 0965-075X. S2CID 151773196.
Judge, Timothy A.; LePine, Jeffery A.; Rich, Bruce L. (2006). “Loving yourself abundantly: Relationship of the narcissistic personality to self- and other perceptions of workplace deviance, leadership, and task and contextual performance”. Journal of Applied Psychology. 91 (4): 762–776. doi:10.1037/0021-9010.91.4.762. ISSN 1939-1854. PMID 16834504.
Ovans, A. (2015) How Emotional Intelligence Became a Key Leadership Skill. Harvard Business Review. https://hbr.org/2015/04/how-emotional-intelligence-became-a-key-leadership-skill. Adapted on 07/08/2024.
Vaknin S., Rangelovska L. (2018) The Narcissist and the Psychopath in the Workplace. Independently Published.
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