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I’m Not a Psychopath, I Just Talk and Act Like One
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ments. As mentioned earlier, even seasoned researchers—who know
they are dealing with a psychopath—are often fooled into accepting
things at face value.
The Dark Side of Charisma
Psychologist and researcher Robert T. Hogan and his associates
have pointed out that charisma can hide a multitude of problems.
“There are certain people who have good social skills, who
rise readily in organizations, and who ultimately derail ...because
their apparent qualities hide a dark side.”
He notes that more executives are fired for personality problems
than for incompetence. Most problematic are “narcissistic,
psychopathic managers who exploit subordinates while currying
favor with superiors. . . . Before they fail they cost their organizations
large sums of money by causing poor morale, excessive
turnover, and reduced productivity.”
The ability to influence events and decisions and persuade peers
and subordinates to support your point of view are critical executive
management skills. Not everyone has these skills at the level required
by general management jobs. Organizations constantly seek people
with these skills and invest significant sums of money in training,
coaching, and development of staff to improve them. To find someone
who seems to have a natural talent for influence and persuasion
is rare. When found, it is hard for decision makers to look past it. We
know that psychopaths are masters of conning and manipulation—
especially if covered over by a deceitful veneer of charm—leading to
the perception that they have strong persuasion and leadership skills.
Visionary thinking, the ability to conceptualize the future of the
organization, is a complex skill requiring a broad perspective, the
ability to integrate multiple points of view, and a talent for looking
into the future—that is, to think strategically. Psychopaths are not