Behind the Mask: A Wolf in Sheep’s Clothing

By Ethics, Real Life 3 Comments

Halloween is the one day a year where we can pretend to be just about anything:  fierce pirates, benevolent princesses, clever ninjas.

This is a scary story about a person who wears a mask the other 364 days a year: the ‘person next door’ masquerading as a caring, trustworthy, professional who is all the while taking pleasure in manipulating and taking advantage of you.

This is the true tale of the wolf in sheep’s clothing:  I was the Little Red Riding Hood who had a much-too-close encounter with a seemingly-professional, charming, smooth-talking, deceitful, remorseless sociopath.

We imagine sociopaths to be, well, mass murderers. It’s easy to think, “I’d never be taken in by someone like that.”  But in fact, sociopathy is simply defined as the absence of a conscience – a condition that does not necessarily present itself violently. And you’d be shocked at how you can be taken in.

Sociopathy is a “noncorrectable disfigurement of character thought to be present in about 4% of the population.”1

(That’s one in twenty five people!  The odds are that you probably know one, too.)

This is a cautionary tale, one that may save someone else’s business. Because the wolf who pulled the wool over my eyes is still out there, knitting caps for others.  I was fortunate that I saw clearly enough to end the business relationship when I did, minimizing the financial and emotional damage to other clients and colleagues. I’m not a psychologist (nor do I play one on the internet!), but I have done a lot of research into this topic as a part of my quest to understand what happened. How was I taken in?  How did her mask fool me?  How can I spot the next wolf on the path?

Someone who seems to have an almost seductive charisma:  “One of the more frequently observed traits is a glib and superficial charm that allows the true sociopath to seduce other people, figuratively or literally – a kind of glow or charisma that, initially can make the sociopath seem more charming or interesting than most of the normal people around him.”1  Sociopaths often brag about their ability to influence or control others.

Someone who thinks he is particularly talented or special, superior to others:  “Sometimes this ‘sociopathic charisma’ is accompanied by a grandiose sense of self-worth that may be compelling at first, but upon closer inspection may seem odd or perhaps laughable (e.g., “someday the world will realize how special I am.”)”1  In fact, buoyed by this unfounded sense of superiority and obsession with fame/becoming famous, the sociopath may not even have the skills that he professes to have (particularly disturbing in a business environment).

Someone who has a series of continually failed relationships, based on lies:  “As a group they (sociopaths) are known for their pathological lying and conning and their (serial) parasitic relationships with “friends.”  They are noted especially for their shallowness of emotion, the hollow and transient nature of any affectionate feelings that they may claim to have, and a certain breathtaking callousness.”1   Sociopaths treat friends and business relationships as entirely disposable. People who are no longer useful to them (or who have ‘seen through’ the mask) are discarded.

With one in twenty-five people exhibiting sociopathic characteristics, the chances are good that your next client, team, business deal might come with a built in sociopath. Here are some steps you can take to protect yourself:

1. Check the facts. 

Remember that “deceit is the linchpin of conscienceless behavior.”1

With the myriad tools available today, I’m shocked at how many people blatantly falsify their resumes, claim education they didn’t complete, or “name drop” to get through the door, presuming their charisma will carry them through to the paycheck. I’m embarrassed that she used my name and work to open doors for herself as she was wooing potential clients.  Are you considering hiring someone?  Are you putting your reputation on the line to collaborate on a project?  Have candid conversations with people who have actually worked intimately with this person in the past … digging if you need to in order find the right people to ask, not just references provided.  Those glowing testimonials you are presented with: are they from people who have actually paid this person for a product or service, or just fuzzy and false marketing from distant acquaintances?  The woman I worked with made grandiose claims about her successes and abilities – the truth of which would have been easily uncovered with just a little digging. When hiring or collaborating with someone, it’s not impolite to ask specific questions of what someone’s work entailed:  ordering in dinner for delivery does not constitute “brand experience with Domino’s Pizza.”  If project specifics are sketchy, heavy in buzzwords, or lacking in team members to vouch for them…  it’s time to dig a little deeper, or just walk away. A charming sociopath presumes their charisma can override almost anything:  trust your gut, but check the facts.

2. Beware flattery, missing links, and “new best friends.”

When you meet someone new who wants to spend tons of time with you, tells you how great you are at things, wants to leverage your energies immediately (for their own benefit) … ask yourself, where did the LAST ‘bestie’ friend, business partner, assistant, boyfriend, or collaborator go? Sociopaths gather people around them like possessions who are then discarded when they are no longer useful.  Be a bit leery of someone who has a trail of failed business partnerships/marriages behind them. Sociopaths are also fundamentally narcissistic, and blatant stroking of others’ egos  is an easy way to get their own fed in return. There is a difference between a genuine compliment and flattery – “flattery is extreme and appeals to our egos in unrealistic ways. It is the material of counterfeit charm and nearly always involves intent to manipulate.”1 Manipulation is a hallmark of sociopathy. The woman I worked with bragged about her ability to “get people to do what she wanted them to do.” She was quite literally either seducing or bullying people into working with her and for her.  But not for very long. Keep an eye on someone’s relationship history and effusive flattery: it’s a waving red flag begging for you to look a little closer.

3. See the danger of “Look at me!”

While it’s true that social media has enabled everyone’s latent narcissistic tendencies (“Look at my 246th selfie! #Adorbz”), Narcissistic Personality Disorder is scarier than that. It is characterized by “arrogant behavior, a lack of empathy for other people, and a need for admiration – all of which must be consistently evident at work and in relationships.”  (Psychology Today)

These people go to painstaking efforts to create a life that “looks perfect” – the right car, the right clothes, the right friends/club/vacations:  all the right accessories (so you can admire and shower them with compliments, of course).  But the moment that the conversation isn’t about how wonderful they are (or how inferior YOU are), they become disinterested or disconnected, with an unsettling look of glassy ‘deadness’ deep in their eyes.  There is a distinct line between confidence / self-esteem and true narcissism. Once you realize the difference, it’s easier to spot (Mayo Clinic).

4. Know that the truth will set you free.

Over time, I realized that this person was (at best) misleading people and (at worst) blatantly stealing from her clients and her business partner:  being paid but not delivering the work, passing others’ work off as her own, delivering advice she was entirely unqualified to deliver (resulting in potentially disastrous consequences for the recipients.)

But oh, she looked the part: polished, photogenic, bold — her fraud was not easy to detect. Really, no one wanted to detect it … it was easier to believe the veneer. Right up until it was too obvious to ignore. Patterns emerged.  Half-truths were detected. And when she was calmly and professionally confronted with these truths, she didn’t deny them. She just closed up shop, cut ties with those who had confronted her, and moved on to the next ‘mark.’

 “Other people deserve to be warned more than sociopaths deserve to have you keep their secrets.”1

She said once (likely trying to curry favor or pity), “people will find out I’m a fraud.” And in that moment, I did feel sorry for her. But I was just relieved to be out of the relationship, and so I kept quiet about what I knew.

I debated for a long time about writing this post.  As embarrassing as it is to admit that I was a victim, as uncomfortable as it can be to confront someone about their lies, I write this so you aren’t the next mark. Intimidating people into silence is the weapon of a bully.

Anne Lamott says it best!

Anne Lamott says it best!

The bully can’t win.

We all work too hard to be taken advantage of by the wolf.

And funny, once I started being honest with people about my experience, others were quick to say, “you know, I always thought something wasn’t quite right there.” But my silence had enabled her to prey on others.  We must have the courage to speak up: the truth will set us free.

Honesty can be hard. While I have chosen not publish her name here, she knows who she is, and she knows that I am prepared to be candid about my experiences with her when asked. I now realize that she is plagued by a ‘noncorrectable disfigurement of character,’1  a disability that she cannot change, and one that I pity: it must be crushingly lonely to have no empathy. But I won’t knowingly participate in her seduction of her next “mark.” Wolves are fascinating creatures when you accept them for what they are and control your exposure to them so they don’t injure you.

The point isn’t her identity specifically … the point is that 4% of the population are sociopaths.  Armed with a little knowledge, you can avoid being manipulated for someone else’s personal gain.  Throughout this post, I have quoted liberally (1) from “The Sociopath Next Door” by Martha Stout, Ph.D – a book I strongly recommend as a resource if this is a topic that interests you.   (That’s not an affiliate link, I don’t have any vested interest here.)

But I’ll end this scary tale with the good news:  as Dr. Stout reminds us, this means that 96% of the population are not sociopaths.

Tomorrow, when 96% of us take off our masks, keep an eye out for the deceptive wolf who is still wearing sheep’s clothing, the sociopath who can pull the wool over the eyes of even the most vigilant among us. And then choose another path through the woods.

photocredit:  ‘Gimrie’ via Morguefile

Frank Benzing, Boise, ID

By Testimonials No Comments

Our company recently engaged MonkeyBar Management for a branding and merchandise assortment project. MonkeyBar Management’s team, led by Kellee, was able to quickly assess our challenges and presented us with an achievable solution in an enjoyable, embraceable, “can-do” manner. Kellee’s vast network of top-notch resources afforded us the best results, and our team appreciated her ability to ask us tough questions, while respecting our operational traditions. Kellee’s advance research and project facilitation prowess is backed up by first class timely and useful insights, written project outcomes, and next steps.

I suspect that we will be tapping into the MonkeyBar on our next project—even if we have to create one! Kellee and her team are that good—and they want to, and do, add value.

Frank Benzing
President & CEO

Everything Speaks

By Associations, Brands, Managing Change, Real Life, Retail, Stuff We Adore No Comments

How much would I have to spend at Macy’s in order to get a bag as nice as I just got to carry two $8  burritos home from Chipotle?

My husband asked last night (over the aforementioned takeout dinner.)

“$400? $500? I’m serious. I don’t think they even have an option anymore other than those cheap plastic bags whose handles rip before you get to the car.”

A whole brand experience, summarized in our snarky comments about a flimsy (and it IS flimsy) printed piece of plastic.

Not entirely fair, no. But accurate. And consumer perception is reality.

Macy’s has (apparently) invested an incredible amount of corporate resource to curate their “fashion brands” … (Tommy Hilfiger, Ralph Lauren, Martha Stewart, Trump, etc.) and yet every customer who walks out of the store with these “investment pieces” carries them in something (far) less durable than a kitchen trash bag? (A bag which is likely bundled up and carried through the last 1/4 mile of parking lot in a clenched fist like a cheap version of Santa’s sack when the handles pull through?) We’re not talking about the new brands they launched this season over dinner, we’re discussing the memorably-shoddy quality of the container used to carry out the merchandise.  (We’re dorks who spend a fair amount of time laughing over their painfully long 6-point-font sale exclusions policy language as well, but I digress.)

EVERYTHING about your brand sends a message to the customer.

(I offer for contrast the reuseable fabric bags I just lovingly folded up and carried home in my suitcase from  Lululemon and Hot Mama, both laden with inspirational messaging designed to resonate with their largely-female consumers, a consumer I presume they share with Macy’s.)

You know, it wasn’t always this way. I remember handled paper Macy’s bags from Christmases past, perhaps even with some sort of holiday messaging or – gasp – grommets and rope handles?  (It’s just dawning on me that I might have a bag fetish.) I must presume that somewhere along the line a cost-cutting decision was made at Macy’s. Has anyone looked at that decision recently with fresh eyes, asking “what does this say about us?”  and “is this consistent with the brand experience our customers expect?”

Brands are living organisms that exist in a complex and constantly changing ecosystem. I bet no one sitting in a ‘brand identity’ meeting at Macy’s today has any idea they are being compared with Chipotle, and yet they are. No brand experience lives in a vacuum. Your consumers compare the experience at your store (the products, the sullen cashier, the restrooms, the lighting, the music, and yes – THE BAGS)  to every other restaurant, hotel, store, that we’ve been in recently:  whether you see them as “your competition” or not.

When your fancy department store offers a less inspiring ending experience than a fast food transaction,

When your independent retail staff cultivates less project assistance or visual inspiration than a “big box” store,

When it is (far) less frustrating for a customer to order something online from you than to muddle her way through your in-store experience,

(And, lest you think I’ve forgotten the nonprofit organizations,) When your pricey annual association membership offers a less educational interaction or a less connected network than participating in a virtual group through Facebook, Linked In, or a magazine,

…  you’ve got some soul searching to do.

Everything speaks.  Are you listening?

 

HotMama

ChipotleLululemonphoto credit:  my bags, taken with my Android.  Apologies to Macy’s that their bag isn’t shown – it wasn’t worth keeping after the last trip. 

Scheduled Succession: A Cardinal Sin of Management

By Associations, Managing Change, NonProfits, Strategic Thinking No Comments

Despite my marginally clever play-on-words, this isn’t a post about Pope Francis I. (A man whose qualifications for the job he has just been elected to I am woefully incapable of evaluating.)

What it is a post about is a dangerous phenomenon:  one that I have witnessed in nonprofit associations, in city governments, in businesses large & small, in families, in volunteer committees of all shapes and sizes.

It’s a phenomenon that – given its pervasiveness in society – I could surmise might have plagued the Papal Conclave as well.

It’s His Turn

You’ve surely witnessed this plague in action:

• Susan was the Vice Chair of the event last year, so she’ll become the event Chair this year.

• Max has ‘paid his dues’ on the board for 5 years so he should ascend to the Vice Chairmanship.

• Mary has been the Coordinator in that department for 3 years, so now that Bob has been promoted to Director, she should logically take over his position as Manager.

• The current city council members have an off-the-record conversation that “If Gene wants to run for Mayor, we won’t run against him…”

• He’s the first born (son), so he’s going to take over the family business (country).

I suppose it is statistically possible that the ‘next in line’ actually IS (by coincidence rather than design) the best person for the task at hand.  But particularly given the pace of change in the world today, my observational experience says it’s more-than-likely not to be the case.

Worse than just not ideal – allowing an “It’s His Turn” philosophy to flourish can truly be a kiss of death for an organization. Even the perception of this ethos at work can signal that the company is not actually responsive to client/constituent needs. That merit and skill are less valued than time served. That we are out of touch with what is actually going on in our community. That we are not transparent about our process.

For the sake of the Catholic Church and the 1 billion + people worldwide that they serve, I hope that the College of Cardinals asked questions like these when considering whom to elect:

What specific skills does the organization need today?

What are the biggest obstacles we face on the path to success?

What kind of personality traits are best suited to address our needs and challenges?

What communities will be emboldened or disenfranchised by the selection?

What changes are coming rapidly that we need to prepare for, who has the vision to see them clearly?

To the public eye, the College of Cardinals had the opportunity to choose anyone (well, any Catholic Male) to lead them.  I am hopeful that with days of prayer, reflection, holy wisdom-seeking that they didn’t simply select the person who was the ‘first runner up’ to Benedict during the prior voting. Given the secrecy and lack of transparency surrounding the process, we can’t know. Surely he is being lauded by the media (and Catholic friends of mine who are more equipped to gauge) as the “right man for the job” – with traits that do seem to answer at least some of the questions above.

Decisions in your world may not attract such scrutiny or media attention, but if it feels like “It’s His Turn” for something in your world, ask yourself – ask your team:  SHOULD it be?

And if the answer is no, I pray that you have the courage to vote differently. Your business depends on it.

Start a Bonfire & Grind Up the Sacred Cow (Scorched Earth – Part II)

By Associations, Managing Change, NonProfits No Comments

Today – right now — imagine your association in a fight for survival. It’s not far-fetched. Many associations already are seeing “the end of times,” whether they acknowledge it or not. It’s time to consider what you need to do in order to survive. For many groups, cooking sacred cows for nourishment will be one option. Be ready to build a sizeable bonfire and build a plan to carry on.

1. Understand what nourishment looks like. You first must commit to keeping the enterprise fed, even if that means eating bugs and chewing up the sacred cow. Create an environment whose mission is to provide sustenance to the organization at any cost. This includes not only allowing but cultivating the “crazy ideas” – the 10% of ideas that may, at first glance, seem bizarre and unpalatable. All edibles are on.

2. Identify your sacred cow(s). Every client I have worked with has programs and processes that continue to move forward, unquestioned, “because that’s how we do it.” To find yours, ask three questions:

Where are the non-performing SKUs?: Borrowing a term from retailing, profitable retailers must ensure that their square footage is returning the best margin possible, regularly discontinuing the bottom 10% of products to create space for higher-producing inventory. In associations, your “shop floor” is your staff and budget. In these lean times, most are pushed beyond capacity fulfilling the programs (products) you’ve already got. Reconfigure now to create space for programs and services that will return a better margin, audience, or connection.

Whom do we need to alert? Before you discontinue any program, be candid with those customers who will be affected. Most are probably business people who have made difficult decisions of their own and they will understand.

Who’s got a cow to proffer? To create a culture of identifying the tastiest sacred cows, turn to staff and volunteers, conducting a monthly or quarterly “What should we stop doing?” inquiry. Incent them for their suggestions.

3. Know your enemy. In any post-apocalyptic environment, you’d be aware of the marauders around every corner. Have you considered enemies like these?

Competitors: Associations today have many competitors. In fact, besides the Internet, the growth of competition is the most significant challenge to association management I’ve seen in 20 years. Formerly supportive sponsor organizations launch their own programs and services to reach the membership base. Once collaborative trade magazines, in a scramble for revenue themselves, are launching online and print products that compete aggressively for a shrinking ad revenue stream. In a world with fewer geographic boundaries, other state/regional/national organizations are claiming new ground. Your members are already finding value elsewhere. Do you have a “Chief Competition Officer,” someone whose job it is to know what these others are doing?

Nelly & SALY: “Negative Nelly” shoots down any idea presented and creates an unpleasant work environment. Get rid of her, and watch the rest of the team’s productivity skyrocket. SALY, “Same As Last Year,” is not a person, it’s a philosophy. SALY breeds in places where too much workload & too few resources produces little incentive for the team to innovate. A “no-SALY” policy gives new products and services a fighting chance.

4. Stop biting the hand that feeds you. Sponsor neglect is rampant in associations, a recipe for disaster in a competitive environment. Senior executives should regularly sit down with the top 20% of sponsors. An open dialogue will disclose how – and whether – your association’s products and services are meeting sponsor needs. In many cases, sponsors are more attuned to member needs than staff and can bring compelling ideas (and funding) to your table.

Through honest & aggressive consideration of these four areas, associations can be well on their way to a sustainable future. It’s not too late to start: your survival, literally, depends on it.

Part I of the “Scorched Earth” series was published in the October issue of Marketing AdVents, the monthly newsletter of the Direct Marketing Association of Washington (DC).  Part II – “How To Start A Bonfire and Grind Up the Sacred Cow” was part of the February 2013 issue in the association’s monthly column addressing trends in direct marketing within trade associations and nonprofits.