Avoiding Hiring Psychopaths and Sociopaths

October 4, 2013

Back in a 2011 Forbes article , a book about psychopathology (“The Psychopath Test: A Journey Through the Madness Industry”,  by Jon Ronson) revealed that around 4% of corporate CEO’s are sociopaths.  (Sociopath: One who is affected with a personality disorder marked by antisocial behavior – www.thefreedictionary.com)  In case you were wondering, the term sociopath is often used interchangeably with the term psychopath, but clinically is used to refer to an antisocial person who became that way from being brought up in an antisocial or criminal subculture, while a psychopath has somewhat different personality traits and a condition that is often inherited.   (Psychopath: A person with an antisocial personality disorder, manifested in aggressive, perverted, criminal, or amoral behavior without empathy or remorse – www.thefreedictionary.com).  The most severe among psychopaths sometimes become serial killers or other types of criminal, and many wind up in jail but, more importantly, the less severe cases are much harder to spot without extended interaction and observation.  Thinking on this made me wonder if the seemingly predatory behavior of some corporations isn’t indicative of psychopathology at the top.  Needless to say, people with this disorder can be very harmful to their employer and the people around them, and often behave in ways business managers, coworkers, and investors would not appreciate, so how can you avoid hiring them in the first place? Read the rest of this entry »

Where Does a Manager’s Value Come From?

December 11, 2012

The value produced by managers is difficult to quantify and varies greatly.  For the most part, the value a manager produces depends a lot on their personality, which is a product of their attitudes about people, the work at hand, and their general background and experience. Since the essence of the job is the coordination of the efforts of others, communicating effectively and maintaining the commitment of others who will get the work done are of critical importance.  In corporations it is rare for a manager to produce much product-related value by themselves.  The real value of management is in uniting people who know what to do in coördinated efforts that multiply the value of individual results.  Other ways a manager can contribute are in development of strategy, bringing in outside knowledge including customer and business environment-related information, removing inhibitors to productivity, and generally enabling people to contribute to the satisfaction of customers and the success of the business, however they might be able to do this.  It is important to recognize that approach is an individual thing, and different managers will have different ways of dealing with people and issues that may be equally effective but strikingly different to the observer.  Read the rest of this entry »

Avoid the Micromanagement Trap and Get Better Results from Your Organization

July 31, 2012

Do you want to get all the value your people can generate while still having time for your own responsibilities?  Or would you rather micromanage your people by day and work late nights to get your own work done?  Sadly, the latter scenario is where many managers find themselves.  It doesn’t have to be like that, though.  Why do we tend to micromanage, what’s wrong with it, and what might work better? Read the rest of this entry »