Friday, November 16, 2007

Is there a Psychopath in your office?


When we think of psychopaths, disturbing images of Hannibal Lecter or Norman Bates will probably spring to mind. However according to a new book entitled “Snakes in Suits” by Professor Robert Hare and Paul Babiak, psychopaths may already be working in your very own office.

Professor Hare, an expert on Psychopathy, claims that Psychopaths are impulsive individuals who lack empathy and remorse for others. They are extremely controlling and crave power and prestige. If this might sound familiar to you, then Professors Hare and Babiak suggest that psychopaths often rise to prominent positions within organisations, take high risks, cause conflict and then leave the company in shambles before moving onto the next high profile role. Some have suggested that one may be the former Daily Mirror tycoon Robert Maxwell, who stole £400m from pension funds to help his ailing companies.

The challenge is to spot these psychopathic individuals in the first place. Psychopaths interview well and often charm their way into an organisation. Yet particularly with senior appointments some companies will use little more than an interview to select their key people. Therefore we should think more carefully about how we recruit our senior roles to ensure that we reduce the risk of hiring the next Hannibal Lecter.

You have been warned!


1 Comments:

At January 6, 2008 5:49 AM , Blogger BusiPsycho said...

Yes, psychopaths are extremely focused and motivated to achieve their personal ends, and are not concerned about others' feelings. They will be manupulative.

I think it is more complex in business i.e. not necessarily all bad (an assumption made that we are all agreed that real serial murderers are "baddies"), as some senior executives will have psychopathic tendencies. New CEO's in particular, are often selected on the basis of these qualities as they know what needs to be done to turn a business around and they are not afraid (possibly love!)making some hard and brutal decisions. Often the problem arises when these types of CEO's hang around too long, as they ought to move on and apply their 'serial' (s)kills to the next company that needs their attention.

 

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