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318 SNAKES IN SUITS
wanted to discipline or terminate an employee, you no doubt have
been asked by human resources to demonstrate the employee’s poor
performance in a performance review. If you have not completed a
review or have neglected to document performance deficiencies, you
may not be able to move forward as quickly as you would like. In
the case of a psychopathic subordinate, the official performance
record—written review and face-to-face discussion—is vital to managing
them.
6. SEEK ADVICE FROM HUMAN RESOURCES
Many of the businesspeople who attend our talks and seminars are
human resources professionals. Virtually all of them have recognized
the traits and characteristics of the psychopath in one or more of their
employees, either in their current companies or in past jobs. They tell
us that their hands are sometimes tied because of supervisors who do
not come to them with issues early on. Others note that performance
reviews are poorly written and do not measure up to the level of detail
they need in order to handle (in their words) “disruptive,” “counterproductive,”
“dysfunctional,” or “problem” employees.
Corporate Jerks
The individuals described in this book often are referred to by
the police as jerks. The same appellation is used by Gloria Elliott,
an organizational development consultant who organizes “jerk
training” seminars. She estimates that 10 percent of those in the
workplace are full-time jerks.
Research at the University of British Columbia suggests that
jerks are sexually more successful than nice guys, who often do
tend to finish last. Psychologist Paul Trapnell defines jerks as
“manipulative, arrogant, boastful, calculating, quarrelsome, and
sly.” They are cold enough not to worry about their effect on oth-