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250 SNAKES IN SUITS<br />

team. In doing so, they often come across as domineering or bullying.<br />

Not surprisingly, psychopaths describe themselves as team players,<br />

lacing their descriptions with examples of how the team was so<br />

poorly led that they were forced to take over and save the project.<br />

The psychopath is a real team player; but there really is only one<br />

member of his team.<br />

Teamwork is critical to the success of modern organizations. The<br />

ability to form or participate on a team is critical, and those who cannot<br />

do so are seldom successful. The best sources of information<br />

about these disruptions are the other team members. Problematic executives<br />

will always justify their behaviors toward the team, but the<br />

decreases in morale, productivity, and cohesion will be evident to<br />

those who are experiencing them firsthand. Routine solicitation of<br />

feedback from team members about the team and each participant’s<br />

actions is a way to capture this important information.<br />

inability to share<br />

Living peacefully in any civilized society requires the citizenry to<br />

share a variety of life-sustaining things. Likewise, corporate citizens<br />

need to share resources in the interest of the greater good, reflected<br />

in higher profits, job security, or a stress-free workplace. Because they<br />

do not see others as equals or as having any legitimate claim to resources,<br />

psychopaths (as well as some narcissists and Machiavellians)<br />

see no need to share resources. In fact, their parasitic, competitive nature<br />

drives them to actively siphon off resources from others. Psychopaths<br />

do not readily share credit for a job well done, important<br />

information required by the task at hand, money needed to implement<br />

a project, workspace, time, and personal effort, among other<br />

things.<br />

Not sharing information is a common offense, and is often justified,<br />

upon confrontation, by a “need to know” rationale. While certain<br />

governmental agencies charged with national security can<br />

operate in this mode, keeping secrets from one’s boss or a subordinate<br />

in most organizations is not justified. “The right hand not

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