d59KNYm

336 Index
screening interview (continued )
detailed questions phase, 219–20
evaluating feelings/emotional responses,
226–28
focusing on action/behavior, 225
follow-up concerns phase, 221–22
hidden agendas in, 217
hiring manager responsibilities, 216–17
HR staff expectations, 216
impressions of candidate, 219
initial exploration phase, 218–19
interviewer self-awareness, 231
mistakes in, 217, 220, 221
overt answers in, 219
phases of, described, 218–22
preparing for, 217–18
providing information on job/company,
220–21
psychopathic candidates in, 217
questions, 217, 219–20, 222
seeing through psychopathic ingratiation,
231
sticking to plan, 224
taking notes, 228
training for, 217, 218
underlying competencies/motivations/values
of candidate, 219–20
secrecy
of corporate psychopaths, 129–30, 132
of organizations, empowering pretenders,
166–68
self-actualization, 151
self-confidence, 70, 194, 255
self-doubt, 51, 138, 254, 275, 276, 278, 284,
285
semantic aphasia, 22
sex-role
biases/stereotypes, 101–2
tools, 76–77
sexual harassment, 96, 303, 309
sexual relationships, 21, 47
shame, working through, 288
share, inability to, 250–52
short-term relationships, 57, 78
skills of psychopaths
excellent oral communication, 38
impression management, 38
masking psychopathic traits, 37–38. See also
charm; impression management
reading people, 37–38
Smith/Jones case study, 173–76
social chameleons, 38–39. See also mimicking
sociopathy, 18–19, 65
spouses as psychopaths, 286
Steinbeck, John, 76–77
stimulation, excessive, needing, 46–47, 67
strategic planning, 104, 160, 195–96, 247
strength. See power/strength
style trumping substance, 196
subordinates, psychopathic, 313–20
subtypes, of psychopaths, 185–90
classic, 185–86
delineated, 185–90
manipulators (cons), 186–88
symptoms of, 186–90
succession planning systems, 242–45
assessing candidates, 243–44, 245
importance of, 209
problems/solutions, 244–45
superiority. See grandiosity
teams/teamwork
“coworkers from hell” and, 181–82
evolution/importance of, 151–52
inability to form, 96, 249–50
performance appraisals and, 306
psychopaths in, 98–101, 123–24, 136,
259–62, 291. See also corporate
psychopaths, handling; victim responses
references from teammates, 310
screening applicant affinity for, 220, 221,
222, 236
telephone interviews, 215–16
temptation, avoiding, 278–80
three-card monte con (family business), 35–37,
297–98
thrill seeking, 47, 121, 124, 128, 164, 197
traits. See psychopathic traits
transitioning organizations. See change
Tylenol tragedy, 161
United Nations, 167–68
unpredictability, 256–57
verifying hiring information, 213, 223,
232–34, 235
Versace, Gianni, 64
victim responses, 269–89
to abuse, 285–86
after realizing truth, 286–88
anger/vindication, 288–89
avoiding collusion with psychopath, 281–83
avoiding psychopath labels, 270–71
avoiding psychopathic bonds, 280–81
avoiding temptation, 278–80
dealing with self-doubt/denial, 284
learning about psychopathy, 270
learning about yourself, 271
understanding manipulation process, 277–78
understanding your hot buttons, 273–74
understanding your value to psychopaths,
272
understanding your weaknesses, 274–76
working through shame, 288
visionary thinking. See strategic planning
weaknesses
psychopaths assessing victims, 44–45,
76–78
targets understanding own, 274–76
What Would Machiavelli Do?, 43
Without Conscience: The Disturbing World of the
Psychopaths Among Us, 22–23, 25, 47–48,
92, 176–77, 279, 287
work ethic, 97, 119–20
working the system, 47