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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
About the Authors PAUL BABIAK, PH.D., is an industrial and organizational psychologist and president of HRBackOffice, an executive coaching and consulting firm specializing in management development and succession planning. His work has been featured in the New York Times, Washington Post, Harvard Business Review, and Fast Company. He lives in Dutchess County, New York, with his wife. ROBERT D. HARE, PH.D., is the author of Without Conscience and the creator of the standard tool for diagnosing psychopathy. He is an emeritus professor of psychology at the University of British Columbia, and president of Darkstone Research Group, a forensic research and consulting firm. He has won numerous awards for his research, lectures widely on psychopathy, and consults with law enforcement organizations, including the FBI. He lives in Vancouver, British Columbia, with his wife. Visit www.AuthorTracker.com for exclusive information on your favorite HarperCollins author.
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SNAKES IN SUITS When Psychopaths Go
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CONTENTS Preface v Act I, Scene I -
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PREFACE Most workers are honest, lo
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Preface vii plinary action and term
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Preface ix new, fast-paced, competi
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Preface xi described herein is a ps
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2 SNAKES IN SUITS “We have a coup
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4 SNAKES IN SUITS Over lunch, Frank
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6 SNAKES IN SUITS tions pleasant, a
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8 SNAKES IN SUITS ignore these numb
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10 SNAKES IN SUITS Fred made the ro
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12 SNAKES IN SUITS extremely bright
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14 SNAKES IN SUITS for the turnarou
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2 Who Are These People? Novels and
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Who Are These People? 19 Psychopath
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Who Are These People? 21 Cleckley e
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Who Are These People? 23 down the s
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Who Are These People? 25 adult psyc
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Who Are These People? 27 scribes ho
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Who Are These People? 29 Most peopl
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32 SNAKES IN SUITS “Well, we’re
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3 What You See May Not Be What You
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What You See May Not Be What You Se
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ACT II, Scene I HAIL-FELLOW-WELL-ME
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Hail-Fellow-Well-Met 61 “Are you
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64 SNAKES IN SUITS town—his job r
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66 SNAKES IN SUITS there other sign
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68 SNAKES IN SUITS if you are not s
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70 SNAKES IN SUITS mental and emoti
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72 SNAKES IN SUITS accurately refle
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74 SNAKES IN SUITS and can usually
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76 SNAKES IN SUITS self, both posit
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78 SNAKES IN SUITS that includes st
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ACT II, Scene II PLUCKING THE APPLE
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Plucking the Apple 83 “I think he
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86 SNAKES IN SUITS “Amen,” sigh
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88 SNAKES IN SUITS true motivations
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90 SNAKES IN SUITS for his 30-minut
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92 SNAKES IN SUITS the tendency of
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94 SNAKES IN SUITS kitchen applianc
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96 SNAKES IN SUITS unless they knew
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98 SNAKES IN SUITS prone to lying,
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100 SNAKES IN SUITS A subsequent re
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102 SNAKES IN SUITS will often diag
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104 SNAKES IN SUITS can be gleaned
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106 SNAKES IN SUITS and how well th
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108 SNAKES IN SUITS with the kids,
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110 SNAKES IN SUITS “You do?” a
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112 SNAKES IN SUITS to switch to hi
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114 SNAKES IN SUITS honest, I did.
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116 SNAKES IN SUITS Jack was not so
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118 SNAKES IN SUITS The assumption
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120 SNAKES IN SUITS reward, but the
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122 SNAKES IN SUITS they study thei
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124 SNAKES IN SUITS of course; almo
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126 SNAKES IN SUITS of their popula
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128 SNAKES IN SUITS business, not t
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130 SNAKES IN SUITS believe that th
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132 SNAKES IN SUITS from several ot
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134 SNAKES IN SUITS times outright
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136 SNAKES IN SUITS DISCREPANT VIEW
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138 SNAKES IN SUITS to cold, dispas
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140 SNAKES IN SUITS to make and mai
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ACT III, Scene II AN HONEST MISTAKE
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An Honest Mistake? 145 presentation
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148 SNAKES IN SUITS space, the stac
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150 SNAKES IN SUITS course work on
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152 SNAKES IN SUITS integrate syste
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154 SNAKES IN SUITS However, once w
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156 SNAKES IN SUITS transition, esp
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158 SNAKES IN SUITS staff just to m
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160 SNAKES IN SUITS The leader’s
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162 SNAKES IN SUITS old-style burea
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164 SNAKES IN SUITS The Pretenders
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166 SNAKES IN SUITS exposure. Short
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168 SNAKES IN SUITS The quiz was no
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170 SNAKES IN SUITS Dave began his
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8 I’m Not a Psychopath, I Just Ta
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I’m Not a Psychopath, I Just Talk
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202 SNAKES IN SUITS placed his coff
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204 SNAKES IN SUITS “Yes, boss!
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206 SNAKES IN SUITS fine was a quar
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208 SNAKES IN SUITS “How about th
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210 SNAKES IN SUITS make the right
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212 SNAKES IN SUITS those in the re
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214 SNAKES IN SUITS Faking It A med
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216 SNAKES IN SUITS place too much
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218 SNAKES IN SUITS Many managers w
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220 SNAKES IN SUITS • Did the can
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222 SNAKES IN SUITS distortion, exa
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224 SNAKES IN SUITS choice. The fol
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226 SNAKES IN SUITS freedom to act
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228 SNAKES IN SUITS The Emotional D
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230 SNAKES IN SUITS of the intervie
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232 SNAKES IN SUITS lying or not, b
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234 SNAKES IN SUITS because they do
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236 SNAKES IN SUITS • What are th
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238 SNAKES IN SUITS forging her bos
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240 SNAKES IN SUITS INTERNAL VERSUS
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242 SNAKES IN SUITS The use of prof
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244 SNAKES IN SUITS needs of the ca
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246 SNAKES IN SUITS these tests con
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248 SNAKES IN SUITS But these are o
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250 SNAKES IN SUITS team. In doing
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252 SNAKES IN SUITS be groundless.
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254 SNAKES IN SUITS inability to te
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256 SNAKES IN SUITS instrumental ag
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258 SNAKES IN SUITS Because psychop
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260 SNAKES IN SUITS been disrupting
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262 SNAKES IN SUITS he’s not doin
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264 SNAKES IN SUITS the instructor,
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266 SNAKES IN SUITS together, but s
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268 SNAKES IN SUITS a bit of troubl
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270 SNAKES IN SUITS process, the ta
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272 SNAKES IN SUITS 4. Understand Y
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274 SNAKES IN SUITS then the damage
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276 SNAKES IN SUITS your company; d
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278 SNAKES IN SUITS of the belief t
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280 SNAKES IN SUITS The psychologis
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282 SNAKES IN SUITS church communit
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284 SNAKES IN SUITS 10. Try to Deal
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Page 302 and 303: 288 SNAKES IN SUITS in trusted frie
Page 305 and 306: ACT V, Scene II UNRAVELING THE PUZZ
Page 307 and 308: Unraveling the Puzzle 293 swered Fr
Page 309: Unraveling the Puzzle 295 Twenty mi
Page 312 and 313: 298 SNAKES IN SUITS Hearing the sou
Page 314 and 315: 300 SNAKES IN SUITS salary increase
Page 316 and 317: 302 SNAKES IN SUITS You can take ad
Page 318 and 319: 304 SNAKES IN SUITS 1. BUILD AND MA
Page 320 and 321: 306 SNAKES IN SUITS them to differe
Page 322 and 323: 308 SNAKES IN SUITS down subordinat
Page 324 and 325: 310 SNAKES IN SUITS blanket. It mig
Page 326 and 327: 312 SNAKES IN SUITS Handling a “P
Page 328 and 329: 314 SNAKES IN SUITS others are not;
Page 330 and 331: 316 SNAKES IN SUITS they observe be
Page 332 and 333: 318 SNAKES IN SUITS wanted to disci
Page 334 and 335: 320 SNAKES IN SUITS Nothing New “
Page 336 and 337: 322 SNAKES IN SUITS his cough as th
Page 338 and 339: 324 Notes 24 “Nature? Nurture? Bo
Page 340 and 341: 326 Notes 187 “They Just Don’t
Page 342 and 343: 328 Acknowledgments and encourageme
Page 344 and 345: 330 Index bureaucracies deterring p
Page 346 and 347: 332 Index functional magnetic reson
Page 348 and 349: 334 Index Paulhus, Nathanson, 124-2
Page 352 and 353: Also by Robert D. Hare, Ph.D. Witho
Page 354 and 355: Copyright SNAKES IN SUITS. Copyrigh
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