Fighting Our Demons at Work

DarkA Decade of the Side Fighting our demons at work Geoff Trickey & Gillian Hyde Psychological Consultancy Limited Confidentiality and Copyright Copyright © 2009, Psychological Consultancy Ltd. All rights reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior consent of Psychological Consultancy Ltd. Contents 02 Part 1: Introduction 20 Part 4: Active management – improving Introduction by Geoff Trickey, Managing Director of PCL personal effectiveness 03 About the Hogan Development Survey 22 Part 5: Conclusion 04 Hogan Development Survey scales Conclusion by Gillian Hyde, Director of PCL 05 Part 2: Research findings; a decade of data 23 About PCL 24 References 06 The UK workforce 08 Dark sides across the generations 11 Comparing public and private sectors 14 Comparing industry sectors 17 Part 3: Qualitative findings over 10 years 02 A DEcaDE OF THE DARK SIDE: PART 1 Part 1: Introduction Introduction by Geoff Trickey, Managing Director of Psychological Consultancy Ltd Current affairs and history Recent events demonstrate that the workplace can indeed demonstrate that there be the scene of high drama. We have been witnessing the is a seriously dark side to downfall of great leaders and great organisations on an human nature. The veneer almost daily basis, often brought to their knees by taking the of civilized behaviour strategies that contributed to their success to extremes. It is seems to fall away estimated that up to 70% of leaders will derail during their alarmingly wherever there career, often through alienation of others and the erosion is a break down in the of loyalty and commitment. It is also said that while people social order. Even in the join organisations they leave managers. The 2005 Workplace most stable of societies, Productivity Survey conducted by the Society for Human although for the most Resource Management (SHRM) found that almost six out of part primitive impulses are successfully corralled within the ten (58 per cent) workers identified poor management as the framework of cultural values, there is always a significant biggest obstacle to productivity. fringe of malevolence and outright brutality. The purpose of this report is to share the insights gained This research is not concerned with this extreme level of over a decade of professional practice focused disintegration, but it does reflect the fact that there are deeply on these issues; to raise awareness of dark rooted, potentially self-destructive aspects in everybody’s side processes, their impact on individual make up. At work these tendencies can break through when, careers, on relationships with colleagues for whatever reason, we fail to rein in the more extreme and on organisations. The report considers aspects of our personality - in times of pressure and stress or the implications of a very comprehensive intoxicating success. We all need to be vigilant. set of Hogan Development Survey (HDS) data gathered between 1999 and 2009. Many leaders have what Aristotle termed a tragic flaw. Paradoxically, this is often also their greatest virtue. But through misuse or extreme circumstances it leads to their downfall; a theme often echoed by Shakespeare’s treatment of tragic heroes and heroines. A DEcaDE OF THE DARK SIDE: PART 1 03 About the Hogan Development Survey Ten years ago PCL first published the UK edition The HDS focuses on eleven dispositions that would Hogan Development Survey scales of the Hogan Development Survey (HDS), a generally be considered desirable attributes but which flip into destructive mode if not managed well. These dark side HDS clusters personality questionnaire with an important qualities typically become apparent during novel or stressful The 11 scales of the HDS fall into three clusters or higher difference. Rather than focusing on leadership periods, or when the individual feels relaxed or invulnerable. order factors that characterise the underlying insecurity or talents, the HDS is based on research into Combined with an individual’s imprecise beliefs about the anxiety for any particular scale. These three clusters closely leadership failure. The leadership literature is way these behaviours impact on others, they undermine resemble the three self-defeating styles that Horney (1950) loyalty and commitment and negatively influence careers. divergent, inconsistent and often contradictory, identified for managing anxiety in relationships. According to Hogan, each cluster is based on a particular interpersonal but there is considerable consensus about Dark side personality characteristics can be identified in strategy (Kaiser & Hogan, 2006): the reasons why leaders so frequently self- most people. We all learn to vary our behaviour according destruct. The HDS addresses these dark side to the pressures we are under and the situations we face and • Moving Away or Intimidation - gaining security by characteristics. we all exercise restraint over socially undesirable impulses. unnerving people or discouraging involvement. Relates Cloaked by their positive and attractive aspects, dark side to the first 5 scales of the HDS from Enthusiastic-Volatile to characteristics promote the high flyer’s success, and support Focused-Passive Aggressive. his or her journey towards the top table. The HDS recognises the potential danger of these extreme characteristics, • Moving Against or Flirtation and Seduction – winning ……dark side qualities typically providing a measure of risk and identifying an agenda for recognition with self-promotion and charm. Relates to the become apparent during novel coaching and personal development. next 4 scales of the HDS – Confident-Arrogant through to or stressful periods, or when Imaginative-Eccentric. the individual feels relaxed or Over the past decade, the HDS has become the pre-eminent measure of dark side personality. Used extensively in • Moving Towards or Ingratiation - obtaining approval by invulnerable. development, leadership and coaching programmes, HDS being loyal and indispensable. Contains the HDS scales profiles open up an important new perspective on talent Diligent-Perfectionistic and Dutiful-Dependent. management and provide a coherent basis for effective action. 04 A DEcaDE OF thE DARK siDE: PART 1 Hogan Development Survey scales Every one of these traits has a positive side. It is only when enthusiasm tips over into volatility, for example, that problems can be caused. MOVING AWAY I–D Independent-Detached C–M Charming-Manipulative MOVING TOWARDS E–V Enthusiastic-Volatile A tendency to be self-sufficient and A tendency to be impulsive, excitement D–P Diligent-Perfectionistic indifferent to social feedback or the moods seeking, and manipulative. Such people A tendency to swing from enthusiasm A tendency to be indiscriminate about when and feelings of others. Others may find appear charming and make a good first for people, projects and organisations to to be conscientious, orderly and attentive them hard to work with because they seem impression, but are hard to work with disappointment or disaffection with them. to detail. Such people are organised and self-focused, uninterested in other people’s because they are more ‘spin’ than substance, Others find such people hard to work with hard working but difficult to work with problems and unaware of how their actions take risks and ignore their mistakes. They are because they are moody, irritable, bad because they are unable to delegate. Their affect others. also hard to advise and don’t fully evaluate tempered, inconsistent and impossible determination to do every task equally the consequences of their decisions. to please. well makes them seem fussy, critical, and F–PA Focused-Passive Aggressive stubborn about their work. V–D Vivacious-Dramatic S–M Shrewd-Mistrustful A tendency to be inflexible about work A tendency to expect others to see them as A tendency to be suspicious and to mistrust practices and to be stubborn about sticking D–D Dutiful-Dependent interesting and worthwhile. They perform others’ motives and intentions. Such people to one’s own timetable and standards well in public, appear charismatic and A tendency to be eager to gain approval are shrewd and difficult to fool, but hard of performance. Others may find such competent and know how to create an aura. and to be excessively careful to please their to work with because they take criticism people hard to work with because of They are hard to work with because they are superiors. Such people defer to others in personally, readily feel mistreated and are their procrastination, stubbornness and self-centred, impulsive, over committed, order to maintain amicable relationships. prone to retaliate when they feel they have reluctance to be part of a team. too quick to take the credit and unwilling to They seem pleasant, agreeable and been wronged. listen - especially to negative feedback. compliant, but are difficult to work with MOVING AGAINST because they are indecisive and find it C–C Careful-Cautious impossible to make decisions on their own. C–A Confident-Arrogant I–E Imaginative-Eccentric A tendency to be over concerned about A tendency to think and act in ways that are making mistakes and being embarrassed. A tendency to overestimate one’s talents unusual, striking and perhaps at times odd. Such people are reluctant to take the and accomplishments, to ignore one’s Others may find them hard to work with initiative for fear of being criticised and are shortcomings, and to have a strong sense of because, although they may be creative, hard to work with because they are rule- entitlement. Although they make a strong first they are impulsive, eccentric and unaware bound and unwilling to take chances or impression, such people are hard to work with of how socially inappropriate their ideas express controversial opinions. because they are opinionated, self-absorbed, may be. and unwilling to learn from their mistakes. A DEcaDE OF thE DARK siDE: PART 2 05 Part 2: Research findings; a decade of data Since the launch of the Hogan Development Survey (HDS) by R.

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