High Potential by Ian MacRae

Author:Ian MacRae
Language: eng
Format: epub
Publisher: Bloomsbury Publishing

15

The dark side traits and characteristics

Evil is easy, and has infinite forms.

– BLAISE PASCAL, PENSÉES

A man’s virtue is his monument, but forgotten is the man of evil repute.

– EGYPTIAN TOMBSTONE INSCRIPTION (C. 2100 B.C.)

Dark traits and tendencies

A general list of characteristics to look for is as follows; these are by no means exhaustive, but a good place to start:

• Arrogance: they believe they are always right, their way is always the best and they are the most important. They can’t acknowledge their own failure, but are quick to take credit for anything, even if their contribution was modest or non-existent;

• Melodrama: they need to be the centre of attention whether it is good or bad. Their thoughts, feelings and emotions are regularly a matter of public discussion far too often. They are always asking (loudly) why they seem to attract all of the world’s troubles. They tend to have low self-awareness, believe that other people’s troubles follow them around, not realizing that they create most of their own trouble and can be a constant source of conflict for those around them;

• Volatility: they can be moody, or take pleasure in business risk taking for the thrill of it. They might give instructions and inexplicably change their mind shortly after. They have completely new ideas the night before an important event. They might be pleasant one minute and angry the next. Or, they make decisions that regularly put the business at risk, without good reason;

• Excessive caution: they are paralysed by indecision and uncertainty. For them, growing pressure crushes their ability to make decisions. Caution can be good in certain circumstances, but people who are excessively cautious are unable to make decisions, especially when the decisions are vital. They ask other people their opinion; then they ask the same people the same question, to reaffirm their decision. When possible, they postpone important deadlines and decisions. Many windows of opportunity close because of their difficulty committing to important plans or decisions;

• Habitual distrust: they automatically assume the worst in situations and others. They tend to believe others’ mistakes are a subtle attempt at sabotage. They might see others’ success as a direct threat to their own performance. Whatever happens, they assume the very worst;

• Aloofness: they disengage and disconnect from colleagues. They avoid interaction with colleagues as much as possible, and try their best to seal themselves off or they deliberately put themselves in situations to make a point of ignoring others. It is noticeable, sometimes hysterical self-imposed isolation;

• Eccentricity: they like to feel different and unique, and want other people to know it. They will play up little differences, and delight in other people noticing their peculiarities. This can be excessive attention seeking, and drawing focus to things completely unrelated to their work;

• Passive resistance: they oppose decisions, but do not voice their disagreement. They stay quiet, withdraw or sulk. But for their own personal reasons they will not argue. Their silence is easily misinterpreted as agreement. They complain and sulk

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