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208 SNAKES IN SUITS
“How about their abilities to handle the media issues we’re facing.
What are your thoughts?” he asked, looking toward Nate.
“Regarding Tom,” Nate started, “I liked the fact that he had
quite a bit of media exposure and personally represented his company
during one of their product crises. Morgan has had almost no
face time with the media. He did, though, create a sophisticated
communications plan, which I circulated to you about a week ago.”
“What did the tests show?” asked Johnson, referring to the battery
of psychological tests that every top-level candidate takes as part
of the hiring process.
“Tom was more outgoing and assertive, almost too much so,” reported
Carla, “and Morgan came out reserved, maybe not assertive
enough. However, overall, the results were interesting.”
“Interesting?” asked Johnson, smiling. “That’s a new one. What
do you mean by ‘interesting’?”
“Both came out well on conscientiousness, openness to ideas, intelligence,
and socialization,” continued Carla, “but, surprisingly,
Tom’s scores were the highest the consultant has ever seen in a businessperson.”
“Say more about that,” said Nate, moving forward in his seat.
“There are certain ranges we look for, specific to each open position.
Morgan did well, high enough on all scales to be a good fit. But
Tom got perfect scores on all the scales. I’m not really sure what that
means, but I do wonder how he could have done so well.”
“Maybe he’s a perfect fit for us?” asked Nate.
Johnson looked at his watch and told the group that he had another
appointment to prepare for. Getting up from his seat, he suggested
they continue the meeting without him and asked them to let
him know of their decision by the end of the day.
This chapter will focus on how the company can forestall the hiring
and promotion of corporate psychopaths. While no procedure is a
guarantee against manipulation, vigilance based on greater understanding
can improve one’s defenses.