| CEOs or Presidents, who attain positions of | | | | demonstrate there feelings of superiority, |
| power, reach these positions for a variety of | | | | entitlement (especially in family run businesses) |
| reasons. The reasons are not always a result of | | | | and an insatiable need for attention and admiration. |
| competency and hard work; these positions are | | | | Mange Your Risk |
| not always earned. As a result employees find | | | | Narcissist CEOs often trust very few people. As a |
| themselves under the rule of various kinds of | | | | result they may allow their spouse to become |
| leaders. Even those leaders that have earned their | | | | extremely influential with regard to their leadership |
| position can be impossible to work for and it's | | | | style. Some may even employ their spouse in the |
| difficult to be happy and satisfied doing it. | | | | workplace. Their creation of this spousal influence |
| Presidents and CEOs are typically seen as sources | | | | and dependence can be risky for you. One |
| of motivation and direction. But what's often | | | | Narcissist CEO I worked for was single but used |
| overlooked is the fact that they not only | | | | his girl friend who was employed as my |
| motivate their management team but they | | | | administrative assistant to fill this role. The risk lies |
| receive motivation and even direction based on | | | | not only in trying to manage that relationship if |
| the responses from the employees below them. | | | | they are also employed at the company but this |
| What type of leader do you work for? | | | | dependence and influence can actually isolate the |
| The Lead Wolf style of leadership is successful | | | | CEO from his executive team because this |
| because these leaders take the time to listen, | | | | influence generally will support his grandiose ideas. |
| imagine and investigate numerous alternatives. | | | | Additionally they feed his paranoia. Be conscious at |
| With the involvement of people they forge | | | | all times of the following character traits:o All |
| creative solutions to difficult problems. They | | | | employees are expected to think the way he/she |
| challenge their people to stretch, go beyond their | | | | doeso Their strategies are often dynamic but |
| previous boundaries and think outside the box. | | | | grandioseo They trust only their own insightso |
| Successful leaders feed off their people and allow | | | | They can be charming, glib, accommodating but |
| their people to feed off of them. They give credit | | | | often are manipulative, deceitful, ruthless and |
| where credit is due. They give recognition as a | | | | destructive |
| means of gaining respect. They believe individuals | | | | Are Narcissist Leaders Successful? |
| can make a difference. Through these methods | | | | Just as Lone Wolf autocratic leaders were very |
| they learn to create new insights and possibilities. | | | | successful in the seventies and eighties many |
| Successful leadership means creating a sense of | | | | narcissist leaders can be very effective. In fact |
| urgency, getting mutual commitment to action. | | | | some very famous leaders are considered |
| Action steps are always clearly defined and | | | | narcissists by some. People like Jack Welsch of |
| precise. | | | | General Electric, Bill Gates of Microsoft and Steve |
| The Lone Wolf leader at the top dominates with | | | | Jobs of Apple to name a few. These three CEOs |
| power. They are autocratic and intimidating. They | | | | are all very successful; however, they may be |
| often believe that employees are a necessary | | | | the exception to the rule. Look at Enron and |
| inconvenience and aren't capable of creativity and | | | | World Com. They aren't really just aberrations. |
| innovation. More often than not, they embrace | | | | Personally, I believe they represent what can |
| "seat of the pants" based on intuitive judgment | | | | happen when ineffective leadership driven by |
| leadership style. This allows them maximum | | | | narcissism creates a cancer at the top that |
| flexibility and "shoot from the hip responsiveness." | | | | becomes malignant and begins to filter throughout |
| However, today's environment demands a stable | | | | the management regime. These leaders and |
| more administrative structure that requires a | | | | many others were undeservedly worshiped when |
| change in the nature of past leadership practices. | | | | the perception of success and enormous profits |
| Simply put, it's an evolution from a highly reactive, | | | | disguised their real character traits and leadership |
| autocratic individualistic style to a more | | | | model. Profit covers many sins including the sins |
| empowering, people employee oriented proactive | | | | of the CEO. It allows us to ignore physiological |
| style. It's about going from a "Lone Wolf" | | | | brainwashing, manipulation, con artistry, |
| leadership style to a "Lead Wolf" leadership style | | | | exploitation and abusive behavior. They are |
| that has confidence in the employee's ability to | | | | extremely insensitive to respect for employees. |
| make things happen and empowers the | | | | There are numerous narcissist CEOs at the helm |
| employees to get the job done. | | | | of many corporations today. The challenge of |
| The Narcissist leader is often very successful. In | | | | ownership, first generation founders and |
| fact there may be a certain amount of narcissism | | | | executive teams reporting to these CEOs is to |
| in all of us. However, the narcissism that exists | | | | insure that these leaders don't self destruct and |
| must be balanced with respect in our relationship | | | | lead the company into a death spiral. This |
| with our employees. Excessive narcissism from a | | | | becomes an extremely difficult task for all |
| psychological standpoint is considered a personality | | | | involved because a true narcissist doesn't even |
| disorder. | | | | understand their own issues let alone the |
| I personally have worked for two Narcissist CEO's | | | | willingness to work through them. Narcissists need |
| during my career. Both of them were extremely | | | | professional counseling to help them accept reality |
| vain, egotistical, conceited, selfish and paranoid. | | | | and recognize their limitations. Their extreme |
| Each demonstrated one or more of those | | | | independence, paranoia and self preservation |
| character flaws to an extreme. One actually | | | | create a wall that takes a bunker busting bomb |
| threw a stapler at his secretary. Another had | | | | to break through. |
| bugging devices installed in his executive team's | | | | The Lead Wolf Model of Leadership |
| offices. Both were believed to have Bi-Polar | | | | Effective leaders must have an edge. They must |
| personalities by many although a professional | | | | be courageous enough to take risk and have an |
| diagnosis was never revealed for either. | | | | unrelenting readiness to act. Popularity is not a |
| How Do I Survive in a Narcissist Environment? | | | | requirement, but the ability to generate respect |
| Managing your BOSS requires skill. Intelligence | | | | from the employees is, without a doubt, one of |
| alone isn't enough. It requires leadership skill on | | | | the most critical attributes. They must be |
| your part. Excellent communication skills are a | | | | relentless in their efforts, unconcerned about |
| prerequisite and self confidence in your own ability | | | | personal sacrifice of their time, and willing to go |
| is a must to support your actions. Delivering | | | | beyond normal expectations. Tough decisions are |
| excellent results for every assignment will not | | | | commonplace; uncharted territories will be the |
| only gain their confidence but can actually create a | | | | norm. Honesty and impeccable character are |
| dependence on their part. They will come to rely | | | | musts. |
| on you to make them look good. | | | | Leaders get results. They make things happen. |
| Continue to make suggestions, express ideas that | | | | They continually advance a clear agenda, get |
| support the CEOs personal initiatives that will bring | | | | others to buy in and move the organization to |
| them success and credit. This is especially helpful | | | | accomplish specific objectives. They are explicit, |
| if they can gain the credit while you take the risk. | | | | consistent, concise and sincere. They generally |
| Allow the CEO to take credit for your ideas and | | | | have an abundance of charisma although some |
| shoulder the blame for those that don't work out. | | | | leaders gain success with a quieter influence. Lead |
| Is this risky? Sure it is but if you want to survive | | | | Wolf leaders take charge and are not afraid of |
| or even thrive under a narcissist it's a risk worth | | | | responsibility or risk. Most people want to follow |
| taking. Of course, you could also just walk but | | | | them. A good leader develops openness, honesty, |
| that option isn't always practical. | | | | clarity of purpose and a sincere caring for the |
| Understand the Narcissist Ego | | | | people they lead. They gain commitment and |
| Managing or just surviving a Narcissist BOSS is | | | | trust by demonstrating respect for the individual. |
| difficult at best. Building a relationship with a Lone | | | | They have a keen sense of understanding. They |
| Wolf or Narcissist CEO is based upon an | | | | believe in their task, they understand the |
| understanding of and a capacity to manage the | | | | objectives, they communicate clearly and they |
| narcissism of the CEO. This means you must | | | | honestly project the understanding that they need |
| establish a balance between expressing your | | | | the efforts of everyone to succeed. That's the |
| opinions; ideas and candid remarks while utilizing | | | | Lead Wolf model of leadership. It's all about |
| your knowledge of the CEOs need to maintain his | | | | believing in employees and their ability to create |
| acknowledge position of power in the organization. | | | | success. E-mail for the Lead Wolf leadership |
| A narcissist CEO and some Lone Wolf CEOs have | | | | thought provoker checklist and sign up for The |
| an inflated sense of self. They openly | | | | Howl leadership newsletter. |