You've probably worked for or with one sometime in your career. I'm not using this word lightly — I really mean psychopath — a person who exhibits a cluster of distinctive personality traits, the most significant of which is an utter lack of conscience. They also have huge egos, short tempers, and an appetite for excitement -- a dangerous mix.
This is a tough post to write, but I usually have 2-3 clients a year who describe their boss with a certain set of characteristics. For me, it sets off a series of alarms and I help them decide to stay where they are or move on. Because at the end of the day, you cannot change a person's behavioral makeup.
Almost 10 years ago, I read a very interesting report, written by Robert Hercz, titled "Psychopaths Among Us". In it, he relates certain descriptions of a 'subclinical psychopath' — one who is not overtly violent:
"They're the charming predators who, unable to form real emotional bonds, find and use vulnerable women for sex and money (and inevitably abandon them). They're the con men like Christophe Rocancourt, and they're the stockbrokers and promoters who caused Forbes magazine to call the Vancouver Stock Exchange (now part of the Canadian Venture Exchange) the scam capital of the world. (Hare has said that if he couldn't study psychopaths in prisons, the Stock Exchange would have been his second choice.)
Psychopaths can be found in legislatures, hospitals, and used-car lots. They're your neighbour, your boss, and your blind date. Because they have no conscience, they're natural predators. If you didn't have a conscience, you'd be one too.
Psychopaths love chaos and hate rules, so they're comfortable in the fast-moving modern corporation. Dr. Paul Babiak, an industrial-organizational psychologist based near New York City, is in the process of writing a book with Bob Hare called 'Snakes In Suits: When Psychopaths Go to Work: Cons, Bullies and the Puppetmaster'. The subtitle refers to the three broad classes of psychopaths Babiak has encountered in the workplace.
Babiak says psychopaths have three motivations: thrill-seeking, the pathological desire to win, and the inclination to hurt people. "They'll jump on any opportunity that allows them to do those things," he says. "If something better comes along, they'll drop you and move on."
How can you tell if your boss is a psychopath? It's not easy, says Babiak. "They have traits similar to ideal leaders. You would expect an ideal leader to be narcissistic, self-centred, dominant, very assertive, maybe to the point of being aggressive. Those things can easily be mistaken for the aggression and bullying that a psychopath would demonstrate. The ability to get people to follow you is a leadership trait, but being charismatic to the point of manipulating people is a psychopathic trait. They can sometimes be confused."
Once inside a company, psychopaths can be hard to excise. Babiak tells of a salesperson and psychopath -- call him John -- who was performing badly but not suffering for it. John was managing his boss -- flattering him, taking him out for drinks, flying to his side when he was in trouble. In return, his boss covered for him by hiding John's poor performance. The arrangement lasted until John's boss was moved. When his replacement called John to task for his abysmal sales numbers, John was a step ahead.
He'd already gone to the company president with a set of facts he used to argue that his new boss, and not he, should be fired. But he made a crucial mistake. "It was actually stolen data," Babiak says. "The only way [John] could have obtained it would be for him to have gone into a file into which no one was supposed to go. That seemed to be enough, and he was fired rather than the boss. Even so, in the end, he walked out with a company car, a bag of money, and a good reference."
He's "not comfortable" with one researcher's estimate that one in ten executives is a psychopath, but he has noticed that they are attracted to positions of power. When he describes employees such as John to other executives, they know exactly whom he's talking about. "I was talking to a group of human-resources executives yesterday," says Babiak, "and every one of them said, you know, I think I've got somebody like that."