Running on my high school cross country team taught me these 2 lessons about performance and leadership

Lessons from cross country about performance and leadership

We weren’t very good as a team, but we had two individuals who were extraordinary runners, and they regularly took first and second place at our cross country meets. For one of our meets I didn’t compete due to a minor injury. It turns out this injury was something of a “twist of fate” as it gave me the opportunity to actually see Fred and Mark, our star runners, finish a race and teach me the first of two lessons about performance and leadership:

Lesson 1: Performance excellence can create the illusion of leadership – you have to understand the “how” beneath performance to tell the difference

As I watched on, Fred and Mark crossed the finish line first and second, respectively, and with impressive times. Even more impressive was the way they finished. What I saw that day is not only stamped in my memory, it relates to many subsequent “races” I’ve been in or witnessed since then.

Here’s a little more of my story in support of Leadership Lesson 1:

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Don’t think you can control your emotions? You’re probably right – and it’s affecting your “batting average”

baseball striking bat under high velocity to illustrate the placebo effect

When I was about 10 years old, my dad gave me and my brother a baseball lesson. Specifically, we practiced hitting the ball. The lesson Dad gave was the same for my brother as it was for me, but the results couldn’t have been more divergent. From that day on my brother became a “slugger” and I, a “striker.” If you don’t think you can control your emotions, you’re probably right, and you’ll likely become a striker like me. The placebo effect from drug studies may help, though.

A Little Difference with Big Results

What can science tell us about how my brother elevated his game and I tanked mine? (This is the scientific equivalent of, WTF?) All we know now is that something different happened for my brother and me. It turns out that a simple belief is likely to credit for our diverging batting averages – a belief that is within personal control but not fully controllable by everyone. Huh? Why? How?

A significant component of dad’s instruction addressed the bat – or at least implied its role in getting hits.

You’ve got to Believe

“You may be wondering: how are you going to hit a round ball with a round bat?” Dad posed.

“Yeah, Dad, I was wondering that very thing, HOW CAN I hit a round ball with a round bat?”

This turned out to be a key question and, I believe, THE pivotal condition that put my brother on a path to playoff-bound teams whereas I was never able to get my baseball career to first base.

“You don’t. You hit the ball on the flat side of the bat." Dad encouraged us as he guided our fingers over the barrel of the bat.

“Here, feel here. Here you can feel the flat side of the bat. If you swing this flat side at the ball, you will get more hits.”

The Placebo Effect

My dad was counting on a powerful psychological condition well known in the field of pharmacology – The Placebo effect.

It didn’t entirely work out as Dad planned – at least, not for me.

My brother claimed to feel the flat side of our shared Louisville Slugger. Armed with the conviction that bat and ball actually are designed for hits not strikes my brother saw an immediate improvement in his hitting. I, on the other hand, did NOT feel the flat side of the bat, and, did NOT experience better batting. In fact, now convinced that the flat side of the bat (that doesn’t exist) was THE (missing) KEY to getting hits, I was barely able to make ball contact at all. The easiest explanation for the sudden divergence of my brother’s and my batting was that belief that holding the bat a certain way that favored its “flat side” would lead to more hits, or not.

When a Placebo Becomes a Primary Variable -- i.e., a Big Deal

Here we have the experimental design of the placebo effect. By encouraging my brother and me to “feel” the flat side of the bat (which doesn’t really exist) my dad hoped to establish the critical belief that hits were possible if only one swung with the right side of the bat facing the ball. Confidence in this belief (I know – an oxymoron, "confident belief") was figured to cause an increase in hits as a result. Given this was the only identifiable difference between my brother and myself, belief in one’s potential determined hits. My brother prospered in his newfound belief about the difficulty of the task. But what happened to my placebo effect?

The placebo effect is well known in pharmacological research, or drug studies. This is the standard “psychology only” condition for virtually every drug entering the market. To test the possibility that merely believing in the efficacy of a given treatment has a significant effect on its results beyond any biological agent, the new drug is tested against a placebo condition where no drug is administered to a control group. This simple design has arguably yielded more advances in pharmacological and psychological research than just about any other phenomenon. It turns out that the placebo effect is not only present in just about every drug trial, it's strong, rivaling the physiological effect of many new drugs.

Prove It

How important is the placebo effect to psychological research?

Critical. And in more ways than one.

In fact, THE primary question in psychological research is whether or not a treatment condition is significantly more effective than no treatment at all. This is the tested assumption of the null hypothesis which is the bedrock of experimental design. As an inferential, data-driven science, the job of the researcher is to disprove the possibility that nothing happened. Placebos are a staple of pharmacological research aimed at rejecting the null hypothesis that nothing happened in favor of the presented alternative. This alternative account of results isn’t proven true, the hypothesis of no effect is simply proven to be relatively improbable as compared to the hypothesized effect. In this regard, properly scientific psychological research seeks to prove that “nothing” is an inferior explanation to the alternative hypothesis.

Beyond the Placebo Effect

In psychological research, the placebo effect goes beyond the simple issue of whether a given effect is due merely to the non-treatment condition or the presence of some stimulus (e. g., taking a pill). Here the matter applies as much to independent psychological mechanisms (i.e., variables and their nature of influence) as much it does to the simple question of whether or not any effect is present. A placebo effect holds out the possibility that a given variable may have a more insightful role in behavior than serve simply as a placebo.

The possibility THAT something (oftentimes a psychological variable) can influence study results begs the question: “HOW?”

When a placebo advances in research from the fact that it has SOME kind of effect on results to the specific mechanism(s) of the “placebo” the placebo becomes a key variable for study beyond the original focal variable(s). Science turns to addressing HOW the former placebo works instead of asserting THAT it exists. This is when the placebo becomes an independent variable with a specific mechanism of action. This is when powerful psychological insights are made -- insights that aren’t immediately written off to a placebo effect, but rather depend on the main effect of a placebo effect-like psychological condition.

For our hitting practice, belief in a flat side of a bat minimized the negative attitudinal, or motivational effects underlying a known difficult task -- hitting a round ball with a round bat. The change of attitude associated with our evolving placebo effect emulates a well-researched condition known as cognitive reappraisal.

Typically, this emotional motivation is deliberately and noticeably manipulated via an explicit experimental condition in which participants are guided through the act of cognitive reappraisal. Such an act is not necessary in this case because motivation is already provided by the goal of getting hits. The only thing necessary is to manipulate the participant’s belief in their ability to hit the ball.

That’s not funny

The punchline to an old psychology joke goes, … “one, but the lightbulb has got to WANT to change.” The common understanding is that beliefs are precursors to acts and that any change in action requires/carries a change in causal/supporting beliefs. In most cases cognitive reappraisal is triggered directly by asking a study participant to consider the emotions (or beliefs, in our example) associated with the task in a new light. By reframing an emotional state this way an individual can manage the emotional impact of a situation so as to have less of a negative impact on immediate performance. In this case the motivation to perform is assumed rather than directly manipulated. Here, motivation depends upon beliefs about the difficulty of the task. As these beliefs are enhanced, the motivating attitudes are similarly predicted to change.

Reaping value

So – how can one get value out of this insight?

Wanting to change isn’t the same thing as believing one can, but it is a measurable and influential effect strongly predictive of being able to change. In this case, wanting to get hits is a motivational condition preceding the act of hitting the ball AND resulting from the consequence of getting hits. Therefore, managing one’s motivation for a task has the potential to enhance task performance. But how do you do this?

We’ve seen one good example for how to manage your emotions already – cognitive reappraisal. This is the equivalent of hitting the “reset button” to current thinking and concomitant feelings. By changing the emotive nature of a task we change its desirability and increase(decrease) its motivation. Another means of emotions management is via mindfulness meditation. I write about my personal experience on a week-long silent mindfulness meditation here.

In conclusion

  1. Attitudes matter. They influence motivation which has a corresponding influence on task performance by framing expectations/beliefs.
  2. Motivations matter. They are a form of attitude (which already matters) that can be deliberately controlled by adapting and associating various emotional effects/influences from one situation to another. In our batting example this was accomplished by changing beliefs about the probability of a successful/desired performance.

“It” may all be in your head – but there’s no guarantee that you will have control over “it.” However, if you cannot control it, then it will control you.

Psychology at work – it’s more important than you think!

Psychways is owned and produced by Talentlift, LLC.

Personality disorders at work: When you see this person coming, run

Business man with hand extended to the viewer

Personality Disorders at Work

Nearly everyone I encounter when I have my I/O psychology hat on claims to know somebody at work with a personality disorder. “My boss is Narcissistic and OCD.” Or, “I can’t even ‘borrow’ her computer, she’s so Paranoid.” C’mon. Right? (there’s something about that word, “right” that’s beginning to bug me in today’s lingo) Can everyone possibly know someone – at work – that’s crazy?

They probably do. Really. (I bet that surprised you.)

But I don’t mean they’re right regarding the arm-chair clinical diagnosis they usually share with me in hope that I’ll “fix” the deranged individual. Most just happen to be right in a statistical sense that I’ll explain in a sec.

Time Out: I AM NOT A CLINICAL PSYCHOLOGIST. I do not specifically diagnose or treat mental illness in my capacity as an I/O professional. Neither does any other I/O psychologist that doesn’t also have a PhD in clinical psychology. But I do deal with it – probably more effectively than the average person. “Psychological types” is really a misnomer because all expressions of psychology operate within a range, not at discrete points. And so do clinical disorders. Experts in psychology know how to work with a range of “types.”

Almost all of these amateur psychologists are wrong regarding their “remarkably precise” assessments. The person they work with that they think should be “taken away” probably does NOT have a clinical condition personality disorder. And if they do, the assessor frequently misdiagnoses the given disorder.

Breaking News: “Schizo” does not actually mean split personality and “Psychopath” is no longer used as a formal diagnosis for a personality disorder anymore. My advice, stay in your lane.

Where they’re right is in recognizing and calling out dysfunction at work, just not the specifically dysfunctional.

This doesn’t mean that there aren’t any clinically affected people at work.

There are.

It doesn’t mean that they (and you) needn’t fear the behavior of some nefarious colleague.

You should.

Prevalence of Personality Disorders at Work

over 4% of people have a personality disorder

Data: A Serious Mental Illness (SMI) is one whereby an individual’s behavior is disruptive to the point of interfering with a significant life activity. Based on findings from a 2016 national survey, the National Institute of Mental Health (NIMH) reports that about 4.2% of US adults suffer from SMIs. Yes, over 4% of people have a personality disorder. (The estimate includes all forms of mental illness beyond personality disorders, but personality disorders are much more prevalent than the rest.) This is higher than the January 2019 unemployment figure of 3.9% (and that was up .2% versus the previous month).

Do the math.

Dangerous Types at Work

Most instances of mental illness at work are not the kind that others need to fear for their safety – especially the personality disorders at work. But this isn’t always the case in an environment where legitimate power by authority is the norm. Here the individual with an SMI can do harm to others – especially, but not exclusively, to direct reports.

There is one clinical personality type (I use, “type” but this type is exclusively a disorder) that should be feared, not for physical safety but for psychological safety. When you see this type of person at work, RUN. These are the folks that can hurt you. These are people of the dark triad type.

The Dark Triad

This “type” is actually a combination of several personality disorders, or traits (“traits” are the behavioral form of “type” and these become “disorders” when they become SMIs.) For this reason, it’s called, “The Dark Triad.” And it’s THE most dangerous of all personality disorders at work.

The three personality disorders that comprise the dark triad include Narcissism, Antisocial, and Borderline. (The original conceptualization of the dark triad specified “Machiavellianism.” Other than Antisocial, “Borderline” is the next closest – but not equivalent – type by conversion of Machiavellianism to the new terminology.)

Here I provide a brief summary of the corresponding behaviors typical of each of the three disorders:

Narcissistic Personality Disorder – Extraordinarily self-confident; grandiosity and entitlement; preoccupation with self; over-estimation of capabilities

Antisocial Personality Disorder – Enjoy taking risks and testing limits; manipulative; deceitful, cunning, and exploitative; disrespectful of people and normative values

Borderline Personality Disorder – Moody; intense but short-lived enthusiasm for people, projects, and things; instability in relationships; hard to please

Essentially, the dark triad individual is self-absorbed, malevolent, and callous. You don’t want to bunk with this person on your team building adventure.

The especially insidious thing about this disorder is attributable to two facets:

  1. Appeal. People with the “dark triad” traits are especially cunning, colorful, charismatic …. And deceitful. They are not only incredibly difficult to identify for their pathological behavior, they’re actually quite charming – on the surface. Even they have themselves convinced that they’re extraordinarily good people. Don’t buy it.
  2. Leadership Potential. Some elements of the dark triad are in fact predictive of leadership. (Guess which ones?) Narcissists tend to rise to high levels in the organization on their own coattails. The intensely enthusiastic traits of the Borderline personality, even if episodic, provide the reinforcing motivation of compliments and appreciation others are comfortable promoting.

And the dark triad is especially hard to assess. On personality tests, these types present themselves as being inclined toward leadership roles, outgoing, conscientious and likeable — all the characteristics that typically predict a high potential leader. I’ve written about how personality tests don’t tell the whole story. Well, the dark triad type comes from one of those books.

people who exhibit dark triad behaviors are attractive

This is a wolf in sheep’s clothing if ever there was one. What makes these features so dangerous is that people who exhibit dark triad behaviors are attractive (they get more dates) and ascendant (they get more promotions).

In terms of risk of impact – it’s high. If you work for someone like this you will be the primary target of attack. It’s important to watch yourself and them. They can do things that are highly disruptive while gliding along the lake like a swan, only you get kicked with their webbed feet (with talons).

Taken separately, each of the three components of the dark triad can deliver a real blow to the self and others’ psychological well-being. However, the antisocial component is undoubtedly the most dangerous of the three.

They don’t just not care about you, they want to hurt you.

People with antisocial personality disorder have a history of delinquency, whether they got caught or not. They push limits over the line not because it will offer them any actual advantage – they simply HAVE to feed an insatiable need to disrupt others. They don’t just not care about you, they want to hurt you. If this is the predominant trait you see in someone – duck and cover (not sustainable) or jump and run (also has its downsides, but generally better than hanging around).

Dealing with the Dark Triad

People with the dysfunctional types of the dark triad can’t be fixed. Even with intensive therapy the recidivism is very high where there is not a co-dependence (i.e., addiction) driving the condition. So, when you see these people coming, you need to take the wheel of your “magic bus” or, be thrown under it.

Here are some tips that may help you to deal better with a person with these co-morbid character traits:

  1. Know the enemy. Identify or validate your suspicious character carefully. There are some known flaws in their game. They tend to lie a lot — and well. Listen for evidence of contradiction or rewriting their past. One of their biggest lies is covering their tracks. They rarely keep a job for longer than 18 months but have excellent “reasons” for why they resigned – most having to do with the former employer’s unethical behavior.
  2. Be sure to include an assessment for the dark triad in your selection and recruitment systems. This assessment needs to be thorough. Simple testing or interviewing will reveal a star that knows how to interview and has plenty of impressive work experience because they’ve been fired so many times. An expert helps here. You do NOT want to hire or promote them. This is a clear case where character counts more than expertise.
  3. Avoid letting them get hyper-angry. Never fight back (especially if it’s your boss). Don’t talk when they’re ranting. Just let the bluster blow itself out. (They like hearing themselves anyway). You’ll have a better chance with them tomorrow – or even later that day. Their attitude can change with the weather.
  4. Feed their need for adoration. As cunning as they are, narcissists can’t resist the Siren’s songs of praise. This tactic can defuse an otherwise explosive situation and give you time to execute your exit strategy.
  5. Protect your actions and behaviors. These liars will stop at nothing to serve themselves and deny others. Keep a third person around to serve as a witness and confidant. Take notes of any/all interactions. Do nothing you wouldn’t do on trial.

If you know how they operate, you can best control, or at least influence, how they behave. But be warned, the Dark Triad is notoriously difficult to outsmart – especially with trickery. They know a thing or two about being manipulative and tend to think others act this way, too. They’re generally a bit on the paranoid side looking out for the types of things they would do to others. A defensive posture in attitude and behavior is the best default strategy.

Now that you’re adequately scared, I’ll remind you that all personality types, including personality disorders at work, exist in degree. I’ve painted an especially dark case to make my point. Most are not this extreme. A sophisticated and level-headed style of communication will help to keep things civil with less explosive outbursts, threats, lies, etc.

Remember, all humans are animals. Some are brutal sluggers. Don’t fight a slugger with your fists.

Psychways is owned and produced by Talentlift, LLC.