Index

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Abandonment phase, of manipulation, 61–62, 288

confrontation, 139–41

in corporate environment, 138–39

irresponsibility and, 60

lacking empathy, 52–53

lacking guilt/remorse, 58–59

the patsies, 138–39

psychopathic traits evident in, 61–62, 85

Ablow, Keith, 75

Abuse. See also Physical abuse

documenting and reporting, 292–93, 298, 319, 325–27

intimidation deterring reporting, 51

psychopathy and abusive leadership, 228–29

victim response to, 292–93, 294, 295, 323

Adolescence, psychopathic traits in, 26, 348n

Advertising jobs, 236

Affective domain, 21, 26

Affinity fraud, 93–97, 108–9

Aggression (aggressive behavior), 20–21, 34

Classic (Aggressive) profile, 185–86, 186, 210, 222

Corporate Bullies, 182–83, 184

gender and, 39

inability to accept blame, 260

inability to act without, 262

reporting, 292–93

Aging, and psychopathy, 29–31

Agreeableness, 124, 223, 225, 302

Amazon Mechanical Turk (MTurk), 202, 222–23

American Psychiatric Association (APA), 18, 19

Anger/vindication, 295

Anonymous complaints, 327

Antagonists, 136–37

Antisocial behaviors, 20, 25, 26, 28, 33

Antisocial personality disorder (ASPD), 17, 18–19

Ascension phase, 141

Assessing psychopathy. See Psychopathic traits

Assessment centers, 251–53

Assessment phase, of manipulation, 54–57, 288

in corporate environment, 126–30

forging bonds in, 81–85

identifying pawns and patrons, 128–30

messages communicated in, 81–85

the power base, 127–28

Attentional models, 345

Attributed personality (reputation), 80–81, 83, 315–16

Background checks, 232, 240–41, 246, 308

“Bad” bosses, 176–78

“Bad” coworkers, 178–80

Bad Seed, The (movie), 263

Behavioral genetics, 31–32

Bird, Anne, 75

Black Sails (TV series), 193

Blame. See Responsibility, avoiding

Blood Brother (Bird), 75

Bonds, with psychopaths

avoiding, 289–90

Dave case study, 89–91

forging process, 77, 81–85, 289–90

Bosses. See also Leadership; Managing

“boss from hell,” 176–78

employee retention and psychopathic, 226

handling psychopathic, 317–18

supervisory styles and psychopathy, 177–78, 227–29

Brain. See Psychopathic brain

B-Scan 360. See Business-Scan 360

Bullies (bullying). See also Aggression; Corporate psychopaths; Corporate psychopaths, handling

non-psychopathic, 187–91

traits of, 182–83, 184

understanding company policies about, 318–19

Bureaucracies

deterring psychopaths, 99–101

succession planning and, 252

transitioning away from, 154–156, 158, 252

Bush, George W., 190

Business organizations, 97–99. See also Bureaucracies; Corporate psychopaths; Hiring psychopaths

corporations as psychopaths, 98–99

entrepreneurial environment, 157–59

evolution of, 154–57. See also Change

goals and objectives, 100

honeymoon period, 127–28

managing growth, 98–99

manipulation in, 97–99

organizational police, 136–38

psychological employment contracts, 153–54, 158–59

reasons psychopaths attracted to, 99–101

Ron case study, 117–23

secrecy, 161–62

trusting environments, 123–25

Business-Scan 360 (B-Scan 360), 219–25

building, 221–23

corporate psychopathy and gender, 224–25

employees and bosses, 226

leadership and, 227–29

origins of, 220–21

research studies using, 224

Self-Report, 222, 223

workplace harassment, 225

Caesar, Julius, 189–90

Callousness, 32, 33, 34, 37, 38, 39, 61, 181–82, 222

Calmness, lack of, 261–62

Calvin and Hobbes (comic), 263

Canadian Police Association, 201–2

Career goals, 62, 100, 212

Celebrities, 54, 55

Chameleons. See Social chameleons

Change, 154–62

attracting psychopaths, xii, 159–61

embracing, 156–57

entrepreneurial environment and, 157–59

negative effects of, 155–56

positive effects of, 154–55

psychological employment contracts and, 153–54, 158–59

responses to, 154–56

secrecy and, 161–62

Chaos, opportunity from, 163–64

Charisma/Presentation Style, 206, 207, 209

Charismatic leadership, 188

Charm, 23, 51, 54, 57–58, 108, 212

Cheater-hawk strategy, 34

Cheater strategy, 34

Child abuse, 32–33

Classic (Aggressive) psychopath, 185–86, 186

Cleckley, Hervey, 19, 22–24, 25, 54, 104, 342

Cold-blooded, 37

Collusion, avoiding, 290–91

Communication networks, 132, 156

Communications, documenting, 319–20

Communication skills, 83

facilitating lying, 50, 51, 59, 107

PCL assessments, 205, 209

Company policies, 318–19

Competence

assessing in hiring, 241–42, 244

conscientiousness and, 179–80, 223

handling challenges, 254

psychological employment contract and, 153

psychopaths attacking, 315–16, 317

succession planning and, 251

Competency domains, in PCL-R, 205–7, 209

Complaints

anonymous, 327

formal, 325–26

Computer analyses of psychopathic language, 299–300

Condescension. See Grandiosity

Confidentiality, 327

Confrontation, of psychopaths, 139–41

avoiding, 322–23

Cons, 181–82, 184

Conscience, and emotional emptiness, 18, 56, 190

Conscientiousness, 179–80, 223

Consideration scale, 177, 180

Consistency and reputation, 80

Contracts

entrepreneurial psychological, 158–59

psychological employment, 153–54, 158–59

Corporate Bullies, 182–83, 184

Corporate Cons, 181–82, 184

Corporate psychopaths, x–xii, 101–5

aging and, 29–31

assessing power base, 127–28

B-Scan measure of. See Business-Scan 360

bullies. See Bullies

carrying workload of, 134

change and, 159–61

Classic (Aggressive) profile, 185–86, 186

common career progression of, 102–3, 105

confronting, 139–41

covert operation of, 101

detractors of, 135–36

empirical study using PCL-R, 204–12

experience of, without knowing, 105–8

exposure of, 138–41. See also Abandonment phase, of manipulation; Revealing psychopaths

extras and, 135–36, 137–38

four-factor model of, 26, 27, 28, 185–86, 186

gender and, 224–25

good leaders vs., 187–91

handling. See Corporate psychopaths, handling

hiring/not hiring. See Hiring practices; Hiring psychopaths

honeymoon period, 127–28

interactions with, 49–51

low-utility observers of, 135–37

manipulating management and coworkers, 130–35

mimicking good performers, 125–26, 263–65

mismeasurement of, 214–15

mixed reactions to, 136–37

nature-nurture issue, 31–32, 348n

organizational police and, 136–37

orientation/socialization process, 123–24

patrons of. See Patrons

pawns of. See Pawns

power and. See Power/strength

public and media interest in, 201, 203–4, 215–17

red flags, 137–38. See also Red flags

rise of, 152–53

secrecy and, 82, 132–33, 161–62

statistics on, 175–76

styles of, 181–85

supporters of, 128–30, 135–36

Wall Street’s “Ten Percenters,” 215–17

Corporate psychopaths, handling, 313–30. See also Victim responses

assessing colleagues, 324

assessing employment situation, 324

avoiding confrontations, 322–23

bosses, 317–18

building and maintaining relationships, 317–18

building and managing reputation, 315–16

collecting data, 323–24

considering other career options, 327–28

coworkers, 318, 324

documenting, 319–20

filing anonymous complaints, 327

filing formal complaints, 325–26

improving leadership and management skills, 322

leaving on own terms, 329–30

seeking HR advice, 328–29

understanding company rules, 318–19

using performance appraisals, 320–21

“Corporate Psychopathy: Talking the Walk,” 208–10

Corporate Puppetmasters, 183–185, 191–92

Corporations. See Business organizations

Coworkers, psychopathic

handling, 318

manipulation of, 130–35

“Coworkers from hell,” 178–80

Creativity/innovation, 205

Credit sharing, 257

Criminal psychopaths. See also Fraud; Scams

aggression/violence of, 20–21, 36–37, 74–77

Andrew Cunanan, 74–76

avoiding responsibility, 60

brain structures and, 344

empirical study, 201–2, 205

lacking long-term goals, 62

manipulation and, 58

PCL assessments, 104, 105

recidivism of, 21

red-collar criminals, 64–65

scientific literature on, xi-xii

Scott Peterson, 75–76

statistics on, 152–53

“Crown prince/ princess approach,” 253

Cultural factors, 39–40, 355–56n

Cunanan, Andrew, 74–76

Dark Factor of Personality (D), 302–3

Dark personalities, 37–38, 301–3

Dark Tetrad, 202, 302

Dark Triad, 28, 37–38, 202

face-to-face negotiations and, 109–10

leadership and, 301

in the workplace, 301–3

Dave case study, xii–xiii

attracted to “employee of the month” power, 69, 71

dissent and incongruities, 269–72

doubts dance away, 197–200

first day on job, 43–45

forging bonds, 89–91

hiring process, 3–6

parking-lot grandiosity, 69–71

plagiarizing for gain, 113–16

questionable actions, 145–47, 167–69

successful coup, 333–35

uncovering the truth, 307–11

DeCovny, Sherree, 215–16

DeLisi, Matt, 36–37

Denial, 291–92

Deresiewicz, William, 216

Detractors, 135–36

red flags, 137–38

Diagnostic and Statistical Manual of Mental Disorders (DSM), 18, 19, 52, 53

Diamond smuggling, 63–64

Disinformation, spreading, 59, 132–33, 253, 322

Documentaries, recommended, 373–75

Documenting communications, 319–20

Documenting interview, 247–48

Double life, 74–76

Downs, Diane, 353n

Duchenne smiles, 263, 264–65

Eichler, Alexander, 215–16

Embezzlement, 37, 65, 204, 211

Empathy/emotions, lack of

abandoning victims and, 61–62

conscience and, 18, 56, 190

genetic continuity and, 33–34

loyalty and, 128

mistaken for calmness, 261–62

murders, 36–37, 65, 74–76, 75–76, 191–92

PCL assessments and, 32, 33, 34, 182

research finding, 52–53

Employee retention, 226

Employment contracts, psychological, 153–54, 158–59

Entitlement, sense of, 52–53, 57

Entrepreneurial environment, 157–59

Entrepreneurial psychological contracts, 158–59

Environmental factors, 31–32, 348n

Epigenetics, 32

Erratic behavior, 261

Ethnic factors, 39–40, 355–56n

Evolution, 18, 33–36

Excuses. See Responsibility, avoiding

Executive recruiters, 107

Executives, hiring. See Hiring practices

Exit interviews, 329–30

Expert power, 127

Extras, 135–36

red flags, 137–38

Facades. See Charm; Impression management

Failure to report, 85

Fears, of victim, 287–88

Feelings. See Empathy/emotions, lack of

Fiction. See Impression management; Lying; Psychopathic fiction

First impressions, 57–58, 80, 288–89

Flaws, of victims, 286

Forensic hospitals, 97

Formal complaints, 325–26

Forster, Bruce, 343

Four-factor model of psychopathy, 26–28, 27, 185–86, 186

Fraud, 204, 213–14. See also Criminal psychopaths; Scams

affinity fraud, 93–97, 108–9

Pit Bull case study, 13–16

probation officer case, 149–52

“Sammy the Slimeball,” 93–95

Frustration tolerance, 56–57, 62, 157

Full Range Model of leadership, 227–28

Functional magnetic resonating (fMRI), 343, 344

“Future leader,” 129–30, 211–12

Game of Thrones (TV series), 163

Gender, 33, 38–39, 224–25

Genetic continuity, 33–34

Genetic factors, 17–18, 31–32, 348n

Giuliani, Rudolph, 190

Global Economic Crime and Fraud Survey, 213–14

Goals, lacking, 62, 100, 212

“Gold watch,” 153

Google Scholar, 237

Grambling, John, Jr., 29–31

Grandiosity, 52, 57, 180, 212

Dave case study, 69–71

“Greed is good,” x, 193

Grohol, John, 215–16

Group dynamics

affinity fraud, 93–97, 108–9

business organizations, 97–99

in prisons/forensic hospitals, 97

Gruber, Peter, 225

Guilt/remorse, lack of

abandoning victims and, 58–59

identifying/assessing victims and, 20, 29, 33, 56

Scott Peterson and, 75–76

victim response and, 291–92

Halo effects, 188

Hard tactics, 110

Hare Psychopathy Checklist—Revised. See Psychopathy Checklist—Revised

Hiding psychopathic traits. See Impression management

“High-status” interviewers, 249

Hiring executives, 250

evaluating competencies, 241–242, 244

executive recruiters, 107

internal vs. external candidates, 251–54

job descriptions, 250

succession planning systems, 251–54

Hiring managers, 235–36, 239, 243–44

Hiring practices, 235–50. See also Résumés

advertising jobs, 236

asking for work examples, 245

behavioral concerns. See Red flags

clarifying details, 246

the close, 243–44

evaluating feelings/emotional responses, 246–47

executive hiring and promotion, 250

face-to-face screening interviews, 239–42

focusing on action and behavior, 245

follow-up on concerns, 242–43

job descriptions, 236, 250

learning about yourself, 249–50

note taking, 247–48

providing information about job and company, 242

retaining control of interview, 244

selection committee, 248–49

telephone screening interview, 238–39

Hiring psychopaths

avoiding. See Hiring practices

charm and, 108

Dave case study, 3–6

decision-time case study, 231–34

honesty and, 124

manipulation and, 105–8, 123–24

mistaking psychopathic traits for leadership, 187–91

perceiving “potential” skills and, 107–8

Pit Bull case study, 9–10

typical pattern, 123–25

Histrionic personality disorder, 52, 53

Honeymoon period, 127–28

Hostage taking, 298

Hot buttons, 284–85

Human resources (HR), 328–29

“Ideal employees,” 244, 248–49

“Ideal leaders,” 129–30, 191, 211–12

Immodesty, 260

Impression management

charm and, 23, 51, 54, 57–58, 108, 212

masking psychopathic traits, 49–51, 74–77, 241–42

pawns for. See Pawns

Pit Bull case study, 11–13

politics and poker, 264–65

psychopathic dance. See Psychopathic dance

psychopathic fiction and, 57–62, 125–28

recognizing manipulation and, 75–77

social chameleon skills and, 49–51, 125–26

style trumpeting substance, 192–93

threats, coercion, intimidation, and violence, 51

Impulsive psychopaths, 180–81, 189

Influence networks, 140, 252–53

Informal power, 55, 127

Initiating structure scale, 177–78, 180

Interpersonal factors, 33, 39

Intimidation

failure to report fraud and, 51

manipulation through, 51

Pit Bull case study, 10–13

Intrator, Joanne, 342

Irresponsibility. See Responsibility, avoiding

“Jingle fallacy,” 28

Job descriptions, 236, 250

Job interview. See Hiring psychopaths; Screening interviews

Julius Caesar, 189–90

Kidman, Nicole, 263

Kiehl, Kent, 342–43, 344

Knowledge power, 127

Labels, avoiding, 282, 329

Lacks of victims, 286–87

Laissez-Faire Leadership, 227–28

Leadership. See also Bosses; Hiring executives; Managing

behaviorial concerns. See Red flags

building and maintaining relationships, 317–18

charisma and, 188, 206, 207

consideration and initiating structure, 177–79, 180

continuously improving skills, 322

Dark Triad and, 301

employee retention and, 226

influencing and persuading others, 188

mistaking psychopathic traits for, x–xi, 187–91

psychopathic traits and, 227–229

strategic thinking, 188–89, 205

styles of, 177–78, 227–29

two-factor model of, 177–78

Liddle, Peter, 342–43

Life goals, 62, 100, 212

Lifestyle domain, 26, 33

Loneliness, 55, 287

“Low-status” interviewers, 249

Low-utility observers, 135–37

Loyalty, 128, 316

entrepreneurial environment and, 158

psychological employment contracts and, 153–54, 158–59

Lying (lies), 58–60

Dave case study, 113–16

decision-time case study, 231–34

detecting, 235–37

embezzlement case, 64–65

manipulation and, 58–60

as red flag, 259

screening résumés, 236–37

Lykken, David, 19–20, 25

Machiavellianism, 28, 37–38, 109–10, 223

Macho psychopaths. See Bullies

Malice (movie), 263

Managing. See also Bosses; Leadership

building relationships, 317–18

change, 154–62

competencies for, 315–16

documenting communications, 319–20

employee retention and, 226

handling challenges, 254

performance appraisals and, 320–21

reputation, 315–16

seeking HR advice, 328–29

Manipulation, 57–62, 73–85, 288

abandonment phase, 61–62, 138–39

abuse and. See Abuse

ascension phase, 141

assessment phase, 54–57, 126–28

basics of personality, 78–81

Caroline case study, 63–64

charm for, 23, 51, 54, 57–58, 108, 212

confrontation, 139–41

Dan case study, 131–34

the Extras, 135–36

forging bonds for, 77, 81–85

handling. See Corporate psychopaths, handling

hearts and minds, 131–35

identifying pawns and patrons, 128–30

lying and, 58–60

management and coworkers, 130–35

mind tricks, 81–85

phases overview, 288

power and. See Power/strength

in prisons/forensic hospitals, 97

psychopathic dance and. See Psychopathic dance

psychopathic fiction and, 57–62, 125–28

recognizing, 75–77

secrecy and, 82, 132–33, 161–62

social chameleons and, 49–51, 125–26

Ted case study, 73–74

using what you have, 63–64

Manipulator subtypes, 181–84, 186, 186

Masking personalities. See Impression management

Mask of Sanity, The (Cleckley), 19, 23–24

Mathieu, Cynthia, 225, 226, 227–28

Meetings, documenting of, 319

“Memo of understanding,” 319–20

Mentors. See Patrons

#MeToo movement, 225

Mimicking, 49–51, 96, 110, 125–26, 263–65

in screening interviews, 246–47

Minard, Richard Bryan, 108–9

Mind tricks, of psychopaths, 81–85

Misinformation, spreading, 59, 132–33, 253, 322

Mission-critical rules, 157

Modesty, inability to experience, 260

Murders, 36–37, 65, 74–76, 75–76, 191–92

Narcissism, 37, 51–54, 109–10, 134

Narcissistic managers, manipulating, 134–35

Narcissistic personality disorder, 52–53

Nature-nurture issue, 31–32, 348n

Neuroimaging, 342–43

Neurolaw, 346

New York Times, 216, 219, 224

Novel stimulation, 56–57

Oral communication skills, 83

facilitating lying, 50, 51, 59, 107

PCL assessments, 205, 209

Organizational police, 136–37

red flags, 137–38

Ouston, Rick, 109

Overt answers, 241, 242

Paralimbic system, 344

Parasitic lifestyles, 55–56, 105, 288

Parasitic-predator model, 281

Passive aggression, 181

Patrons

abandonment, 138–39

ascension, 141

assessment (identifying), 128–30, 252

influence networks, 252–53

red flags, 137–38, 257

Patsies, 138–39, 176

Paulhus, Del, 37–38, 65, 224

Pawns, 128–30

abandonment, 138–39

confrontation, 139–41

identifying, 128–30

manipulation, 130–35

as patsies, 138–39, 176

psychopathic fiction and, 125–28

red flags, 137–38

responding to realization, 293–94

Ron case study, 117–23

Performance appraisals, 320–21

Perri, Frank, 65

Persona, 80–81

fictitious. See Impression management

perceptions of. See Reputation

psychopaths using mind tricks, 81–85

Personality, x, 78–81

attributed. See Reputation

conscientiousness, 179–80, 223

mind tricks, 81–85

private self, 78–79, 80–81

public self. See Persona

self-report inventories, 202–3

Personal self-defense. See Victim responses

Person-oriented approach, 185

Peterson, Scott, 75–76

Phases, psychopathic. See Abandonment phase, of manipulation; Ascension phase; Assessment phase, of manipulation; Manipulation

Physical abuse, 292–93, 294, 295, 298

Pit Bull (Helen) case study, 7–16

fraud, 13–16

hiring, 9–10

impression management, 11–13

intimidating/disrespecting staff, 10–13

“Players,” 62

Poker, 77, 264–65

Politics and poker, 264–65

Ponzi schemes, 204

Post-traumatic stress disorder (PTSD), 32–33, 292–93

Potentially traumatic events (PTE), 32–33

Power/strength

building power base, 127–28

case study, 131–34

informal power, 55, 127

pawns/patrons and, 128–30

Premise of book, xi

Pretenders

in entrepreneurial environment, 157–59

secrecy empowering, 161–62

Prisons, x, 97

Privacy laws, 203

Private self, 78–79, 80–81

mind tricks, 81–85

Professional credentials, 56, 237

Promiscuity, 39

Promotions, 247, 250

succession planning, 251–54

“Psyche out,” 77

Psychological employment contracts, 153–54, 158–59

Psychopath’s drama, roles in, 125. See pawns; patsies; organizational police

Psychopathic brain, 34–35, 36, 341–46

early days of research, 341–42

nature-nurture issue, 31–32, 348n

neuroimaging, 342–43

neurolaw, 346

overview of current finding, 56, 343–44

Psychopathic criminals. See Criminal psychopaths; Fraud

Psychopathic dance, 288–95

phase 1: tempted by the psychopathic fiction, 288–89

phase 2: taken in by psychopathic bond, 289–90

phase 3: collusion in psychopath’s game, 290–91

phase 4: manipulated by self-doubt, guilt, and denial, 291–92

phase 5: escalating abuse, 292–93

phase 6: realization and insight, 293–94

phase 7: working through feelings of shame, 294

phase 8: anger and vindication, 295

Psychopathic fiction, 57–62, 125–28

assessing power base, 127–28

collusion in the game, 290–91

first impressions and, 288–89

identifying pawns and patrons, 128–30

manipulation and, 57–62, 288–89

in screening interview, 244

Psychopathic labels, avoiding, 282, 329

Psychopathic language, computer analyses of, 299–300

Psychopathic lifestyle, 192–93

Psychopathic manipulation. See Manipulation

Psychopathic retaliation, 298–99

Psychopathic traits, x–xi, 20–21, 28–29, 175–76. See also specific traits

assessment challenge, 180–81

in assessment phase, 54–57

avoiding taking responsibility, 60

B-scan assessment, 221–22

cons, bullies, and puppetmasters, 181–85, 191–92

emulating the style, 192–93

examples. See Psychopathic trait examples

good leaders vs. corporate psychopaths, 187–91

Hervey Cleckley view, 19, 22, 23–24, 25, 54, 104, 342

hiding. See Impression management

in manipulation phase, 57–62, 73–85

mistaking, for leadership, 227–29

nature-nurture issue, 31–32

PCL: SV assessment for, 26–29, 27, 104, 343

PCL-R assessment for, 25–28, 184–85, 204–12

recognizing, 75–77

social chameleons, 49–51, 125–26

statistics on, 175–76

varied expressions of, 185–86

Psychopathic trait examples. See also Charm; Empathy/emotions, lack of; Guilt/remorse, lack of; Lying

avoiding responsibility, 60, 260

manipulation and, 60

needing novel stimulation, 56–57

parasitic lifestyles, 55–56

taking unethical shortcuts, 56–57

Psychopathic-like traits

assessment challenge, 180–81

avoiding psychopath labels, 282, 329

“boss from hell,” 176–78

case study illustrating, 171–74

“coworkers from hell,” 178–80

difficult people vs. psychopaths, 187–91

pervasiveness of, 175–76

Psychopathy, 17–31

abusive leadership and, 228–29

aging and, 29–31

antisocial personality disorder vs., 18–19

clinical/forensic measurement of, 25–28. See also Psychopathy Checklist—Revised

from clinical to empirical study of, 22–25

conscientiousness and, 179–80, 223

corporate. See Corporate psychopaths

criminality and. See Criminal psychopaths

Dark Triad and. See Dark Triad

defined, x, 17–18

four-factor model of, 26–28, 27, 185–86, 186

gender, ethnicity, culture, 38–40, 224–25

genetic continuity and, 33–34

as multidimensional continuum, 28–29

narcissism and, 37, 51–54, 109–10

responding to. See Corporate psychopaths, handling; Victim responses

rise of, 152–53

sociopathy vs., 19–20

statistical estimates of, 175–76, 184–85

traditional clinical construct of, 20–22

Psychopathy Checklist: Screening Version (PCL:SV), 26–29, 27, 104, 343

Psychopathy Checklist: Youth Version (PCL: YV), 27, 343

Psychopathy Checklist—Revised (PCL-R), 25–29, 184–86, 186, 204–12, 343

comparison with community samples, 207–8, 208

competency domains, 205–7

corporate variations, 210–11, 211

Dark Triad and, 38

four-factor model, 26–28, 27, 185–86, 186, 222

psychopathy scores, 25–26, 207

talking the walk, 208–10

Psychopathy Measure—Management Research Version (PM—MRV), 214–15

Public self. See Persona

Puppetmasters, 183–85, 191–92, 287

R.D. Hare Lifetime Achievement Award, 25

Reactions, to psychopaths. See also Corporate psychopaths, handling; Victim responses

initial impressions, 135–36

mixed, 136–37

“Reading people,” 49–50

Realization and insight, 293–94

Red-collar criminals, 64–65

Red flags

discrepant views of coworkers, 137–38

disparate treatment of staff, 257–59

inability to accept blame, 260

inability to act consistently and predictably, 261

inability to act without aggression, 262

inability to be modest, 260

inability to form teams, 255–56

inability to react calmly, 261–62

inability to share, 256–57

inability to tell the truth, 259

Relationships

building and maintaining, 317–18

forging, for manipulation, 77, 81–85

Religious groups

affinity frauds and, 93–97, 108–9

Richard Bryan Minard, 108–9

Remorse. See Guilt/remorse, lack of

Reputation, 80–81, 83

formation of, 80–81

protecting. See Corporate psychopaths, handling; Victim responses

understanding and managing, 315–16

Resource power, 127

Responsibility, avoiding

blaming others, 60, 102, 150, 181, 182–83, 258–59

elevating self/disparaging others by, 60

endless excuses for, 60, 259

manipulation and, 60

as red flag, 260

Résumés, 106–7

considering other career options, 327

lies on, 4, 5, 62, 103, 107, 150, 308

note taking during interview, 247–48

screening, 236–37

Revealing psychopaths. See also Abandonment phase, of manipulation

detractors and, 135–36

discrepant views, 137–38

exposure and confrontation, 138–41

Richards, Bryan, 108–9

“Right and wrong,” ix–x

Risk taking

conscientiousness and, 179

in entrepreneurial environment, 156, 157

of great leaders, 189–90

of psychopaths, 28, 39, 57, 160

Ron, sales psychopath, case study, 117–23

Rosner, Brian, 29–31

Rotational assignments, 252

Rule breaking, 22, 99, 160

Sabotage, 298–99

“Sammy the Slimeball” fraud case, 93–95

“Saviors,” 161

Scams. See also Criminal psychopaths; Fraud

affinity fraud, 93–97, 108–9

diamond smuggler, 63–64

Pit Bull case study, 13–16

three-card monte, 47–49, 313–14

Screening interviews

asking for work examples, 245

clarifying details, 246

the close, 243–44

evaluating feelings/emotional responses, 246–47

face-to-face, 239–42

focusing on action and behavior, 245

follow-up on concerns, 242–43

learning about yourself, 249–50

note taking, 247–48

providing information about job and company, 242

résumés, 236–37

retaining control, 244

selection committee, 248–49

telephone, 238–39

training programs for, 240–41

Secondary psychopaths, 20

Secrecy

of corporate psychopaths, 82, 132–33

of organizations, 161–62

Self-actualization, 153–54

Self-confidence, 79, 188, 212, 260

Self-defense. See Victim responses

Self-doubt, 56, 59, 138, 286, 291–92

Self-esteem, 177, 286, 293

Self-image, 79

Self-knowledge, 249–50, 282

September 11 attacks (2001), 190

Sex-role expectations, 39

Sexual abuse, 32–33, 292–93

Sexual harassment, 225, 318

Sexual relationships, 33–34, 39

Shame, 139, 294

Siege, and psychopathic retaliation, 298

Social chameleons, 49–51, 125–126. See also Mimicking

Sociopathy, 19–20, 75

Soft tactics, 110

“Soul mates,” 85, 131, 291

Spouses as psychopaths, 281

Stimulation-seeking, 20, 33, 56–57

Strategic thinking, 188–89, 205

Strength. See Power/strength

Structure scale, 177–78, 180

Style vs. substance, 192–93

“Successful psychopaths,” x–xi

Succession planning, 251–54

“Success lists,” 157

Sullenberger, Chesley “Sully,” 190–91

Superfluous rules, 157

Superiority. See Grandiosity

Swindle (Rosner), 30–31

Team-based models of management, 154

Teams (teamwork)

“coworkers from hell,” 178–80

inability to form, 255–56

inability to share, 256–57

performance appraisals and, 321

psychopaths in, 99–100, 102–3. See also Corporate psychopaths, handling; Victim responses

references from teammates, 328

screening applicant affinity for, 206, 209

Telephone calls, documenting, 319

Telephone screening interviews, 238–39

“Tells,” 77, 264

Temptation, avoiding, 288–89

“Ten Percenters,” 215–17

Tepper, Bennett, 228

Thigpen, Corbett, 23–24

Three-card monte swindle, 47–49, 313–14

Three Faces of Eve, The (Cleckley and Thigpen), 23–24

Thrill-seeking, 57, 126, 131, 160, 189, 190

Time-management, 231–32

Todd, Douglas, 109

Traits. See Psychopathic traits

Transactional Leadership, 227–28

Transformational Leadership, 227–28

Transitioning organizations. See Change

Triggers, 284–88

Trust, 59–60, 123–25

“Unified theory of crime,” 36–37

Unpredictably, 261

US Airways Flight 1549, 190–91

Variable-oriented approach, 185

Versace, Gianni, 74–76

Victim responses, 139, 275–99

to abuse, 292–93, 294, 295, 323

after realizing truth, 293–94

anger/vindication, 295

avoiding collusion with psychopath, 290–91

avoiding psychopathic bonds, 289–90

avoiding psychopathic labels, 282, 329

avoiding temptation, 288–89

dealing with self-doubt, guilt, and denial, 291–92

handling corporate psychopaths, 323–27

learning about psychopathy, 281–82

learning about yourself, 282

Nancy and Marshall, case study, 275–80

next steps to recovery, 296–99

psychopathic dance. See Psychopathic dance

understanding manipulation process, 288

understanding own triggers, 284–88

understanding own value to psychopaths, 283

understanding own weaknesses, 284–88

working through shame, 294

Victim support groups, 294, 298, 325

Violence, 51, 74–76

psychopathy and, 36–37

Visionary thinking, 188–89

Wall Street’s “Ten Percenters,” 215–17

Warrior-hawk strategy, 34

Washington, George, 159

Watterson, Bill, 263

Weaknesses

psychopaths assessing victims, 49–50, 55, 62, 83–84

targets understanding own, 284–88

Weak spots, 285–88

Weinberger, Joel, 22–23

Westen, Drew, 22–23

Without Conscience (Hare), 20–21, 29–30, 65, 175, 264, 341–42

Work ethic, 100, 124–25

“Working the system,” 56

Workplace harassment, 225, 318

Work portfolios, 245