The Wrong People: The Dark Triad

We’ve previously discussed the characteristics of good people and how to select them for your organization. Without the right people, you’ll never have a culture that attracts more of them and encourages growth and success. Although anyone can improve, some things take too long to change enough to make a difference in the business context and timeframe. So we must select people with specific fundamental and stable traits and aptitudes. These are the foundation competencies: intellectual, interpersonal, integrity and intensity. Or Head, Heart, Guts, and Will for short.

Avoiding the wrong people is equally crucial to success. This is simple and important: don’t hire bad apples. If you have them, get rid of them. One toxic person can do more damage to an executive team than all your star performers can overcome. Allowing abrasive or ineffective people to remain in place sends the message that you are too timid to confront the issue, that you are out of touch, or that you don’t care. The long term implications for your culture are evident.

Of course poor performance can be related to poor management practices, but on an individual level it is often related directly to problems with the I-Competencies described above. Although all ineffective people have a detrimental effect, a particular category of bad apple deserves special attention. People with some of the characteristics described below can do more than just damage internal morale and performance. They are the most likely to get into ethical and legal difficulties. If they’re at an executive level, they can do real damage to the organization, up to and including destroying it. Beware of the Dark Triad cluster of traits related to manipulative, antagonistic and socially undesirable behavior: Machiavellianism; Narcissism; and Psychopathy.

For context, the descriptions of each of these pathologies are presented below.

Machiavellianism. Nicolo Machiavelli, a Florentine poet, musician, playwright, and keen observer of political power, is best remembered for The Prince, a biting but accurate treatise on the practical application of power in politics. Machiavellianism is defined as the proclivity to manipulate and exploit using power, intimidation, charm, or other such methods to get what one wants. People high on this trait tend to be strategic and prioritize their own interests above those of others. They see others as instruments to help them get their way. But they can also have a smooth and persuasive exterior.

Narcissism. In mythology, Narcissus was a handsome young man who fell in love with his own reflection in a pool of water. Narcissism is the quality of being self-absorbed to the point of pathology. Narcissistic personalities are characterized by an inflated self-concept and self-centeredness. Narcissists lack empathy for others and typically assume that they are entitled. Their view of themselves is grandiose. They have a sense of superiority. They also tend to be flamboyant.

Psychopathy.  As with other antisocial behavioral patterns, psychopathy and sociopathy are deep-seated and quite resistant to change. Psychopathy includes lack of concern for others, disregard for social norms, low tolerance for frustration, and a keen ability to rationalize problems by placing blame elsewhere. Psychopaths don’t experience guilt, and consequently don’t learn much from punishment. They are thrill-seeking and impulsive.

Please note that the Americans with Disabilities Act specifies that clinical or medical conditions of candidates cannot be asked or considered before a job offer. In addition, medical records and information must be kept confidential and in separate medical files. If a person has been clinically diagnosed with a personality disorder, this could be considered a medical condition. Fortunately, people with the most pronounced manifestations of these pathologies usually de-rail before making it to the executive ranks. However, the Dark Triad brings to mind milder behaviors which can be destructive at work, and which are appropriate to evaluate as part of the hiring process. Remember, the best predictor of anything is what it has been in the past. The best predictor of future behavior is past behavior in similar circumstances. Pay attention to interview behavior and to clues about past behavior from the interview.

Watch out for indications that a candidate demeans or damages others, especially those with less power, in order to accomplish their objectives (for instance, as observed by Robert Sutton in his book, The No Asshole Rule). One often overlooked data point is how the candidate treats “lower level” people who do the scheduling and handle administrative duties relative to the interview process. Any arrogance or demeaning behavior here is a red flag.

Look for signs that a candidate touts his or her own accomplishments, but is unwilling to also recognize others' contributions. Taking credit for the work of others should never be ignored. It is an indication of a long term pattern of behavior you don’t want in your organization.

Beware of candidates who emphasize their own expertise and having the correct answer above candor and humility. Good candidates will be able to ask for and hear other ideas or corrections.

Anyone who has worked in organizations knows that trust is crucial to building a productive workplace. A lack of trust was the first reason for team problems noted in Patrick Lencioni’s classic  The Five Dysfunctions of a Team. Any candidate who lies or fudges on a resume, or who otherwise behaves in a manner to cause you to distrust him or her should set off the alarm bells.

Diligent hiring practices are crucial in cultivating a positive organizational culture. Your selection system should be focused on job-related behaviors, past relevant experience and alignment with your culture and values. Seek out people with strong intellectual, interpersonal, integrity, and intensity competencies, and vigilantly avoid people with traits associated with the Dark Triad. Comprehensive testing, realistic job previews, structured interviews, and thorough background checks offer the roadmap for steering clear of toxic influences and fostering a workplace of collaboration, innovation, and long-term prosperity.

We help managers make better decisions, especially when it comes to hiring and developing people. Call for a free, no obligation consultation about your current selection practices and unique problems or issues you may be facing.