Snakes in Suits: When Psychopaths Go to Work

Snakes in Suits: When Psychopaths Go to Work

by Paul Babiak, Robert D. Hare

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Overview

Snakes in Suits: When Psychopaths Go to Work by Paul Babiak, Robert D. Hare

Revised and updated with the latest scientific research and updated case studies, the business classic that offers a revealing look at psychopaths in the workplace—how to spot their destructive behavior and stop them from creating chaos in the modern corporate organization.

Over the past decade, Snakes in Suits has become the definitive book on how to discover and defend yourself against psychopaths in the office. Now, Dr. Paul Babiak and Dr. Robert D. Hare return with a revised and updated edition of their essential guide.

All of us at some point have—or will—come into contact with psychopathic individuals. The danger they present may not be readily apparent because of their ability to charm, deceive, and manipulate. Although not necessarily criminal, their self-serving nature frequently is destructive to the organizations that employ them. So how can we protect ourselves and our organizations in a business climate that offers the perfect conditions for psychopaths to thrive?

In Snakes in Suits, Hare, an expert on the scientific study of psychopathy, and Babiak, an industrial and organizational psychologist and a leading authority on the corporate psychopath, examine the role of psychopaths in modern corporations and provide the tools employers can use to avoid and deal with them. Together, they have developed the B-Scan 360, a research tool designed specifically for business professionals.

Dr. Babiak and Dr. Hare reveal the secret lives of psychopaths, explain the ways in which they manipulate and deceive, and help you to see through their games. The rapid pace of today’s corporate environment provides the perfect breeding ground for these "snakes in suits" and this newly revised and updated classic gives you the insight, information, and power to protect yourself and your company before it’s too late.

Product Details

ISBN-13: 9780061147890
Publisher: HarperCollins Publishers
Publication date: 05/08/2007
Edition description: Reprint
Pages: 352
Sales rank: 134,508
Product dimensions: 6.00(w) x 9.00(h) x 0.88(d)

About the Author

Paul Babiak, Ph.D. is a New York-based industrial and organizational psychologist, and president of HRBackOffice, an executive coaching and consulting firm specializing in helping executives deal with possible psychopaths hiding within their organizations. He and his collaborators have conducted some of the most influential original research on corporate psychopaths. His work has been featured in newspapers, business magazines, and documentaries and he has been a guest on many radio and television talk shows. His clients have included executives in business, academia, law enforcement, government, insurance, medicine, marketing, finance and intelligence and he speaks about the corporate psychopath at professional conferences and business meetings. Paul is vice president of the Aftermath: Surviving Psychopathy Foundation, a non-profit organization providing information and support for victims of psychopathy.


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.

Read an Excerpt

Snakes in Suits

When Psychopaths Go to Work
By Paul Babiak

HarperCollins Publishers, Inc.

Copyright © 2006 Paul Babiak
All right reserved.

ISBN: 0060837721

Chapter One

Nice Suit. Would a Snake
Wear Such a Nice Suit?

Fred led the group to O'Hare's tavern after work that night. He started a tab and ordered a round of drinks for everyone from the company. As more people arrived, there were cheers and high-fives as coworkers rejoiced about their good fortune. Fred raised his glass in a toast. Silence spread over the group as everyone turned toward him with a raised glass: "The Pit Bull is dead. Long live the Pit Bull!" he shouted to the glee of everyone there.

"Hear, hear!" they cheered as glasses were emptied and bursts of laughter and applause overtook the room. There was not a sad person in the place that night; quite a change from most Friday nights at O'Hare's over the past two years.

Things at the company had been good up until the Pit Bull arrived. Raises were excellent, bonuses generous, working conditions pleasant, and the chance to work for one of the oldest and most respected names in the business was personally rewarding to many. Nevertheless, as with all good things, there was change. The CEO, "Old Man Bailey" to his friends (and most employees were his friends), had sold his financial services company to a biggercompetitor two years back. However, like so many career executives, he just could not see himself quietly fading away, but needed to keep his hands in the business, so he negotiated an interim consulting position on the board to assist with the transition.

The board welcomed his advice and felt comfortable with his occasional visits to his former company's (now a division) headquarters. Bailey wanted to keep the old values he had impressed upon his people alive in the company, and hoped that they would spread to the other parts of the bigger corporation, but this was not to be. Being part of a big corporation meant that there were now many divisions and locations, and his little piece of the corporate world, as well as his ability to influence, was lessening with each acquisition. Other divisions had their own values, service lines, and ways of doing things, and the corporate staff had their own ideas about what the overall company culture ought to be like.

Although he made a point of staying out of the day-to-day running of the business, one decision in particular that bothered Bailey was the promotional transfer of Gus, a "hotshot whiz kid" according to Bailey, into the top slot as COO of the division. Bailey saw Gus as a status-conscious suck-up who hated holding people accountable, avoided confrontation, preferred to get others to do his dirty work, and was rather susceptible to flattery and attention. Bailey thought Gus spent too much time meeting with the corporate folks and not enough time getting things done in his division.

Soon pitchers of beer and bowls of peanuts were spread out over the tables in O'Hare's back room, where the group discussed the details of the Pit Bull's termination. As staff from different departments mingled, those who had heard only some of the rumors sought out more information; others wanted confirmation of the details they had heard. It was great fun to collect different bits and pieces of the story and try to assemble a picture of what had really happened.

Six months into Gus's tenure, all hell broke loose. For the first time in its long history, Bailey's division had failed to meet its targets, so much so that the market analysts were starting to make unflattering comments, endangering the reputation of the whole corporation. Making things worse, there was also the risk of a hefty, very public, and humiliating fine for noncompliance on some government work -- a fact that had not reached the newspapers yet, but was sure to make headlines if not averted quickly. Bailey felt that Gus ought to be let go, and offered to run the place until a suitable, better-qualified candidate could be found. The corporate executive committee disagreed. In an effort to help Gus and be fair to him in his new role, they decided to create a new director of operations position reporting to him.

One person who caught their attention as the perfect internal candidate for the job was Helen. Helen had joined one of the other acquisitions only a year before and rose to stardom overnight. Her performance review praised her spirit, diligence, focus, energy, and natural ability. She demonstrated her worth to her management, building a reputation for making things happen, for successful project management, and for meeting deadlines. Admittedly, some collateral damage occurred along the way, but that did not seem to concern her management team, who put her on the key management watch list. Yet, despite the glowing reviews from her management, her division was expanding its head count and underperforming, all the while requesting and receiving approval for larger budgets two years in a row. Bailey wondered how the corporate folks could ignore these numbers and put someone who was used to spending money in charge of a financial problem. But then, these were no longer his decisions to make.

Helen did very well in the exploratory interview with the search committee. Her dynamic and engaging manner and her self-proclaimed ability to fix organizational problems -- which the division certainly had -- made her an obvious choice for the spot. Outside analysts would also see the appointment of such an assertive, vibrant, and directive person to a failing high-profile division as a very firm commitment to meeting the government's regulatory requirements. Her style and her manner matched what both the corporation and analysts wanted to see. The timing, the circumstances, and her abilities seemed like a good fit.

Lynda, from accounting, sat in the corner of the room and sipped her beer. The raucous conversation of the colleagues who sat with her provided a soothing backdrop for Lynda's private thoughts. "You should be happy, Lynda," said Julie, the senior member of the audit team. "You won, and the [expletive deleted] is gone."

Continues...


Excerpted from Snakes in Suits by Paul Babiak Copyright © 2006 by Paul Babiak. Excerpted by permission.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

What People are Saying About This

From the Publisher

"Clear and complete, this is a handy overview for managers and HR, with enough "self-defense" techniques to help coworkers from getting bit." —-Publishers Weekly

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Snakes in Suits: When Psychopaths Go to Work 4.3 out of 5 based on 0 ratings. 16 reviews.
Guest More than 1 year ago
Just like a snake these individuals slither their way into the minds and hearts of many trusting, kind and caring people. Like a snake they position themselves, cold eyes fixed, ready to strike at will. No one is safe or secure in the presence of these reptiles. By the time their victim realizes they have been bitten, the snake has already shed it's skin, put on a 'new suit' and merrily winds it's way up the corporate ladder. To the snake who has no conscience, it is business as usual.
Anonymous More than 1 year ago
Either learn beforehand about manipulators without conscience who will take all you have built up - or discover after the fact as you pick up the dreadful pieces. This is an important book as is Dr. Hare's first book, 'Without Conscience'. Not all psychopaths are so compulsive that they end up in jail. Some are quite content to steal slowly and quietly - your job, your money, your home. They will turn your boss and loyal employees against you. They are expert at what they do. I wish this must-read was taught in business schools before unsuspecting youth head into the workplace.
Guest More than 1 year ago
Certainly worth a read, but somewhat repetitive.
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Anonymous More than 1 year ago
This book was recommended to me as I was developing an anti-fraud course for my employer. I was told it would help me better understand how "successful" fraudsters were able to pull it off. What I really learned was how to navigate in a corporate world around those people we all encounter. You know them: the person who takes credit for your work, the person who changes the story based on who is listening, the person who seems to badmouth everyone but you, the "go-getter" who keeps getting ahead but never seems to accomplish anything. You might just be working w/ one of these "snakes." I have recommended this book so many times I've lost count. Not only will it open your eyes to behavior you may have ignored, but it also provides practical guidance around how to protect yourself and others based on the nature of your relationship with this individual. If you have gotten this far because you are thinking about purchasing - BUY THIS BOOK. You won't be sorry.
Anonymous More than 1 year ago
Good read