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Inside the mind of a workplace sociopath

They are everywhere. They can't help themselves and they can't be cured. But you still have to put up with them, writes James Adonis.
By · 10 Aug 2013
By ·
10 Aug 2013
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They are everywhere. They can't help themselves and they can't be cured. But you still have to put up with them, writes James Adonis.

Chances are you work with someone such as M.E. Thomas. She's a sociopath. Unashamedly dishonest, callous and manipulative, she is totally immune to her colleagues' emotions. Sure, she can tell when they're angry or upset; that part is obvious. It's just that she doesn't actually care about it. At all.

"I have to have a way to blow off steam," she writes in her new book, Confessions of a Sociopath. "So I ruin people. It's not illegal, it's difficult to prove, and I get to flex my power."

She admits, and provides psychological evidence to prove, that she does not have a conscience and never experiences remorse. The concept of morality is foreign to her, going right over her head "like an inside joke". She has no comprehension of what's right and wrong - only of what's in her own best interest.

Clinical psychologist Dr Martha Stout estimates sociopaths constitute 4 per cent of the working population. And, according to Professor Kevin Dutton from Oxford University's department of experimental psychology, these are their favoured professions:

Chief executive

Lawyer

Media professional

Salesperson

Surgeon

Journalist

Policeman

Clergyman

Chef

Civil servant

Sociopaths are frequently successful in their career, and this success is propelled by specific traits that Dutton details in his most recent book, The Wisdom of Psychopaths. He refers to them as "the seven deadly wins".

What makes them provocative is not so much that they exist, but that the rest of us can learn something from sociopathic machinations, according to Dutton.

The seven deadly wins are: ruthlessness, charm, focus, mental toughness, fearlessness, mindfulness, and action. Apart from the first one, ruthlessness, there's no denying the applicability of those attributes in business, with the combination of all seven probably present in every thriving entrepreneur.

Perhaps it's less about emulating sociopaths and more about staying protected. In the workplace, sociopaths are high-performing superstars, using their charisma to ingratiate themselves with the people who matter. But, if you're singled out as a target - as an enemy - they won't stop until they've torn you down, feeling no empathy whatsoever for any collateral damage that ensues.

In The Sociopath Next Door, Stout provides 13 suggestions on how to handle the serpentine sociopath. The most relevant of these include:

If anyone deceives, neglects or lies on three occasions, you should cut your losses.

Question authority, especially if no one else around you is doing it.

Be suspicious of flattery because it could be an attempt to manipulate.

Don't play the same game but neither should you be polite.

People without a conscience cannot be helped, so avoid the need to do so.

A part of me is envious of sociopaths such as M.E. Thomas. Imagine how much easier life would be - how freer you'd be of worry and baggage and tears - if you could truly live life like this:

"It's not that bad things don't happen to me; they do. But I just don't feel that bad about them. Maybe in the moment I feel some regret or anxiety, but it's quickly forgotten and the world seems ripe with promise again ... I just have an extremely robust sense of optimism and self-worth that keeps me looking at the world through rose-coloured glasses."

And yet, if you were to read Thomas' book, you'd be surprised. Genuinely surprised. Not by the vicious tales of the people she's destroyed but by, astonishingly, the sheer boredom of it. It is a staggeringly dull read. Which, in a way, makes sense. Because to live a life so clinical, so calculating, so devoid of emotion and real connection, cannot be anything other than insipid and soulless.

Not for me, thanks.

Do you work with any sociopaths? How do you deal with them?

Follow James Adonis on Twitter: @jamesadonis
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Frequently Asked Questions about this Article…

A workplace sociopath, as described in the article, is unashamedly dishonest, callous and manipulative. They can read colleagues’ emotions but feel no empathy or remorse, and they act in whatever best serves their own interest.

According to clinical psychologist Dr Martha Stout cited in the article, sociopaths make up about 4% of the working population.

Red flags include repeated dishonesty or deception, manipulative charm, lack of genuine remorse, callousness toward colleagues, and a pattern of targeting and tearing down people who become perceived enemies.

The article cites Professor Kevin Dutton’s list of favoured professions for sociopaths: chief executive, lawyer, media professional, salesperson, surgeon, journalist, policeman, clergyman, chef and civil servant.

Kevin Dutton argues some traits common to sociopaths—like charm, focus, mental toughness, fearlessness, mindfulness and decisiveness—can translate into business advantages. The article notes that apart from ruthlessness, many of these attributes can be useful in entrepreneurship and leadership.

The article highlights several practical tips from Dr Martha Stout: cut your losses if someone deceives, neglects or lies three times; question authority when others don’t; be suspicious of excessive flattery; avoid playing their manipulative games but don’t simply be polite; and recognise you can’t ‘fix’ someone who lacks a conscience.

Confrontation isn’t always the best first move. The article suggests being cautious: document behaviour, question authority where appropriate, set boundaries and cut losses after repeated deceit. Because people without a conscience often can’t be helped, strategic distancing is frequently wiser than direct emotional confrontation.

Yes — the article points out sociopaths can be high‑performing and use charisma to ingratiate themselves with decision‑makers. If they attain leadership and target people or priorities, they may pursue their agenda without empathy for collateral damage, which can create risks for colleagues and the organisation.