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Corporate Psychopaths: A Menace to Your Organization

Corporate Psychopaths: A Menace to Your Organization

Idea posted: February 2017
  • Leadership & Change
  • Learning & Behaviour

Corporate psychopaths destroy morale, cause the best employees to flee and even commit whole-scale fraud, yet often use blatant lies and cheating to fool their bosses into believing they are valuable assets.

 

Idea #644
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The Dutch East India Co. chartered in 1602, a steel engraving by Cool and Rennefeld, Leiden, c. 1880 (Source: Wikimedia Commons)

Why Equity-Based Incentives Work Below the C-Suite

Idea posted: October 2015
  • Leadership & Change

Many companies fear offering equity-based incentives for business unit managers. They believe that compensating business-unit managers based on corporate-wide results will hurt local business unit results. New research shows these fears to be unfounded, and that the right balance of equity-based and profit-based incentives increase results at both the corporate level and the business unit level and increase cross-business-unit collaboration.

Idea #562
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Starting blocks at the 2012 IAAF World Indoor Championships in Athletics (Source: Wikimedia Commons) 

Competition Among Peers Key to Managerial Promotions

Idea posted: July 2015
  • Leadership & Change
  • Learning & Behaviour

Experience, expertise and network contacts will help secure promotions for those seeking middle management positions. Surprisingly, networks are no help for promotions to senior management positions. The most important criteria for either middle or senior managers seeking promotion is how well they fare compared to their colleagues.

Idea #535
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Kenya's Faith Chemaoi crosses the finishing line of the 2014 Paris Marathon (Source: Wikimedia Commons)

How Reference Points Motivate Us

Idea posted: June 2014
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Reference-dependent theories state that individuals evaluate outcomes as gains or losses, depending on a neutral reference point. Making 19 sales in a month is a loss when the goal — the reference point — was 20 sales a month. Data from 10 million marathon finishes provides a field test that confirms the behavioural expectations and implications of these theories, shedding a light on how milestone goals can push individuals to higher performance.

Idea #394
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Costume Partee

Unseen Dangers of Positive Stereotyping

Idea posted: April 2013
  • CSR & Governance
  • Leadership & Change

Executives and human resource managers are always on the lookout for demeaning language and negative stereotyping, realizing that any pejorative phrase tinged with racist or other discriminatory connotation is offensive, creates a hostile work environment, undermines the culture of the company, and can eventually lead to expensive litigation.

But what of supposedly ‘inoffensive’ positive stereotypes — joking, for instance, that blacks are more athletic (an all-too common example)? Research by professor Aaron Kay of Duke University’s Fuqua School of Business reveals that positive

Idea #116
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Women in an Interior, Fernand Léger, 1881 - 1955

Why Good Bosses Tune Into Their People

Idea posted: February 2013
  • Leadership & Change
  • Learning & Behaviour

A Swedish study tracking just over 3,000 men for ten years found that those with bad bosses suffered 20–40% more heart attacks than those with good bosses? So having a bad boss can literally kill you! Research shows that good bosses get more from their people, demonstrate better employee retention and much more. This Idea offers some advice on how you can be one too.

Idea #093
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Keeping Employee Engagement High in Tough Times

Idea posted: February 2013
  • Strategy
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Learning & Behaviour

During a downturn, employee engagement increases rather than decreases. However, employers should implement strategies to keep engagement high so the reverse does not occur when economic conditions eventually improve.

Idea #013
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Mad Men, 2007 premiered on AMC, created and produced by Matthew Weiner, Lionsgate Television

Managers Who Undermine the Meaningfulness of Work

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

A sense of working toward something meaningful is absolutely central to our happiness and well-being. Sadly, many senior executives undermine their employees’ creativity and productivity by inadvertently denying them this meaning. There exist common traps which even the best-intentioned managers will fall foul of in this regard. A loss of meaningfulness in the work lives of employees has obvious long-term implications for the overall health of an organization. This Idea identifies those traps and shows how we can avoid them.

Idea #052
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Driving Risk Appetite Higher or Lower: Penalties Vs Rewards

Idea posted: January 2013
  • CSR & Governance
  • Finance
  • Innovation & Entrepreneurship
  • Leadership & Change

‘Innovate or die’ we are told. What if an organization’s ability to innovate could be enhanced by managing risk-taking behaviour through monetary incentive schemes and through a culture that tolerates failure? In this Idea we identify the precise levers that shift risk appetite, and show how they can be tweaked to foster innovation.

Idea #059
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Last Call for Social Media Sceptics

Idea posted: January 2013
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour
  • Marketing

Social media sceptics have all but scurried back into the woodwork. The game is up and the die cast: social media is here to stay. Each week the ‘fad’ seems to blow open a new way of doing things in a different industry; democratizing our flow of ideas even further. The scope of opportunity for science, art, and business here – seems infinite. But what role can leadership play to facilitate those opportunities and create value for their organizations?

Idea #062
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The Leopard, 1963, directed by Luchino Visconti, starring Burt Lancaster, Claudia Cardinale and Alan Delon, 20th Century Fox Pictures

Charisma or Miasma: Seduced by the Charismatic

  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
Institutions: University of Florida

Charismatic CEOs come across as higher achievers, and charisma has often been thought of as a must when hiring CEOs, but a large number turn out to be overpaid and underperforming. Boards should measure performance over personality when hiring and compensating CEOs.

Idea #026
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