Snakes in Suits

Snakes in Suits Plot Summary

Introduction

Have you ever worked with someone who seemed too good to be true during the interview, only to reveal a completely different personality once hired? The charming, confident candidate transforms into a manipulative, credit-stealing colleague who leaves a trail of confusion and broken trust. This jarring disconnect isn't just uncomfortable—it can be professionally devastating and emotionally traumatizing. Corporate environments provide perfect hunting grounds for individuals with psychopathic traits. Unlike their criminal counterparts who might end up in prison, these "snakes in suits" operate within organizational structures, using charm, deception, and intimidation to advance their careers at others' expense. They excel at impression management, creating a façade of competence while lacking empathy, guilt, or genuine connection to colleagues. By understanding their patterns of assessment, manipulation, and abandonment, you can protect yourself and your organization from their destructive influence. This exploration of corporate psychopathy offers both a fascinating glimpse into the dark side of human behavior and practical strategies to identify these predators before they strike, maintain boundaries when you encounter them, and recover if you've already fallen victim to their schemes.

Chapter 1: The Psychopathic Profile: Charm, Manipulation, and Destruction

Frank was puzzled by his new hire Dave's behavior. Initially, Dave had impressed everyone during interviews with his charisma, confidence, and seemingly perfect qualifications. The executive team had been unanimous in their decision to bring him aboard. Yet within months, Frank noticed troubling patterns. Dave frequently claimed credit for others' work, manipulated team members against each other, and displayed an uncanny ability to charm senior management while bullying subordinates when no one important was watching. When Frank tried to address performance issues, Dave skillfully deflected criticism, blamed others, and even managed to turn the conversation around to make Frank question his own judgment. More disturbing was Dave's complete lack of remorse when confronted with evidence of his deception. He simply recalibrated his approach, targeting different allies and continuing his manipulative behavior through new channels. The pattern became clear: assess, manipulate, and when discovered, simply move to new targets without a hint of guilt or self-reflection. What Frank was witnessing wasn't merely bad behavior but the hallmark traits of corporate psychopathy. Unlike clinical psychopaths who might engage in overtly criminal behavior, corporate psychopaths operate within organizational boundaries while displaying the same core traits: superficial charm, pathological lying, lack of empathy, grandiose sense of self-worth, and absence of remorse. They are social predators in professional clothing, using organizations as their hunting grounds. The most dangerous aspect of these individuals is their chameleon-like ability to present different personas to different people. To superiors, they appear confident and visionary; to potential allies, they seem supportive and understanding; to competitors or those with no utility to them, they can be ruthlessly dismissive. This compartmentalization allows them to build a network of supporters who would never believe the negative experiences reported by their victims. Recognizing these patterns requires looking beyond surface impressions. Pay attention to inconsistencies between words and actions, how they treat people of different status levels, and their reaction when things don't go their way. The mask often slips during moments of frustration or when they believe no one important is watching. Remember that psychopathic traits exist on a spectrum—the presence of some concerning behaviors doesn't automatically indicate psychopathy, but patterns of manipulation, lack of empathy, and absence of remorse should never be ignored.

Chapter 2: The Assessment-Manipulation-Abandonment Cycle

Dorothy was thrilled when her new colleague Dave took an interest in her ideas. As a talented but overlooked graphic designer, she'd struggled to get recognition in the company. Dave, recently hired into a management position, seemed different from other executives. He listened intently to her concepts for the new product launch, asked thoughtful questions, and praised her creativity. "You're exactly what this team needs," he told her, eyes focused with apparent sincerity. "I can't believe no one's recognized your talent before." Over the following weeks, Dave invited Dorothy to collaborate on a major presentation. She spent evenings and weekends perfecting designs, while Dave provided encouraging feedback. When Dorothy mentioned including her name on the slides, Dave assured her it would be there. The night before the presentation, Dorothy discovered Dave had removed her name entirely. When confronted, Dave smoothly explained that the executive committee preferred simplicity on slides, but promised she'd receive verbal credit. During the actual presentation, however, Dave presented her work as his own innovative approach, never acknowledging her contribution. When Dorothy later attempted to address this with Dave, his demeanor changed dramatically. "I'm disappointed you're being so petty," he said coldly. "This is about the company's success, not individual credit." He began excluding her from meetings and subtly undermining her with colleagues. The warm, supportive mentor had vanished, replaced by someone who treated her as an inconvenient obstacle. Dorothy was left confused, hurt, and questioning her own judgment. This three-phase pattern—assessment, manipulation, and abandonment—is the standard playbook for corporate psychopaths. In the assessment phase, they identify potential targets based on utility: What does this person have that I can use? They look for both tangible assets (skills, connections, information) and psychological vulnerabilities (need for validation, tendency to trust, desire to please). Dorothy's creative talent and lack of recognition made her an ideal target. The manipulation phase involves creating a false bond through mirroring, flattery, and apparent understanding. Psychopaths are skilled at presenting themselves as whatever the target needs—a mentor, friend, ally, or romantic interest. They excel at making each target feel uniquely understood while simultaneously manipulating multiple people, often playing them against each other. This phase continues until they've extracted whatever value they sought. The abandonment phase occurs when the target is no longer useful or begins questioning the psychopath's behavior. The mask drops, revealing callousness, blame-shifting, and often aggression. Many victims describe this transition as shocking—like dealing with an entirely different person. This disorienting experience leaves victims questioning their own perceptions and reluctant to report the behavior, fearing they won't be believed. Understanding this pattern is your first line of defense. When someone shows intense interest and seems too perfectly aligned with your needs and values, maintain healthy skepticism. Document interactions, preserve evidence of your work, and trust your instincts when something feels wrong. The most effective protection is recognizing the manipulation cycle before becoming deeply enmeshed in it.

Chapter 3: Corporate Chaos: Perfect Hunting Grounds

When Garrideb Industries announced a merger with its largest competitor, anxiety rippled through the company. Rumors of layoffs and reorganization created an atmosphere of uncertainty. While most employees worried about their futures, Dave saw opportunity. "Chaos is a ladder," he remarked casually to a colleague, though few understood what he meant at the time. As departments scrambled to justify their value, Dave positioned himself as a solution-finder. In meetings with anxious executives, he projected calm confidence, offering to take on additional responsibilities "for the good of the company." He cultivated relationships with key decision-makers from both organizations, presenting slightly different personas to each. To the old guard, he emphasized tradition and continuity; to the newcomers, he stressed innovation and fresh perspectives. Both groups came away believing Dave shared their values. Behind the scenes, Dave systematically gathered sensitive information. He encouraged worried colleagues to confide in him, collecting details about performance issues, interpersonal conflicts, and strategic vulnerabilities. When the restructuring committee formed, Dave volunteered to help "ensure fair evaluation," gaining access to personnel files and performance metrics. Armed with this information, he subtly undermined potential rivals through strategic comments in private conversations with decision-makers: "Frank's team has struggled with deadlines lately—understandable given the pressure, but concerning for this critical transition period." When the dust settled six months later, Dave had not only survived the cuts but secured a promotion to vice president. Several more qualified candidates had been eliminated, often after their supposed weaknesses—many first identified by Dave—became focal points in evaluation discussions. The organizational upheaval had provided perfect cover for his calculated advancement at others' expense. This scenario illustrates why periods of organizational change create ideal conditions for corporate psychopaths to thrive. Uncertainty weakens established norms and relationships, creating vulnerability that these predators exploit. Normal organizational safeguards—performance reviews, peer feedback, reputation—become less reliable amid restructuring, allowing manipulation to go undetected or unchallenged. Corporate psychopaths specifically seek environments where rules are in flux and emotions run high. They capitalize on fear and insecurity, positioning themselves as rare sources of confidence and clarity. Their ability to compartmentalize and lack of anxiety gives them a tactical advantage over emotionally normal colleagues genuinely concerned about organizational welfare and job security. Organizations can protect themselves during transitions by maintaining transparent decision-making processes, preserving documentation of past performance, and being wary of individuals who seem unusually comfortable amid chaos. Leaders should question sudden negative reports about previously well-regarded employees, especially when information comes from recently-hired individuals with limited history in the organization. Remember that psychopaths view organizational distress not as a problem to solve but as an opportunity to exploit. Their apparent calm during crisis doesn't reflect leadership strength but rather their fundamental disconnect from normal human concern. By understanding this predatory perspective, companies can better distinguish between genuine leadership and dangerous opportunism during vulnerable transition periods.

Chapter 4: Performance vs. Presentation: Substance Behind Style

Smith was considered a rising star at the consulting firm. Senior management praised his confidence, decisiveness, and ability to drive results. His presentations dazzled clients, and his strategic vision impressed the executive team. Yet a troubling pattern emerged among those who worked directly under him. Staff turnover in Smith's department was triple the company average. Exit interviews revealed vague references to "management style issues," though few departing employees provided specific details, seemingly afraid to speak negatively about such a well-regarded leader. Jones, a new team member with exceptional qualifications, experienced Smith's Jekyll-and-Hyde nature firsthand. In group settings with senior management present, Smith was charming and supportive, publicly praising Jones's contributions. But in private team meetings, he became tyrannical—berating staff for minor mistakes, taking credit for successful ideas, and pitting team members against each other. When Jones produced an innovative solution to a client problem, Smith initially dismissed it harshly in front of the team. A week later, Jones was shocked to hear Smith present the same idea to executives as his own breakthrough thinking. When Jones attempted to address these behaviors privately with Smith, the response was chilling. Smith's friendly demeanor vanished, replaced by cold calculation. "Be careful about making accusations you can't prove," he warned. "I've been here much longer than you, and people trust my judgment." In subsequent weeks, Smith began criticizing Jones's work to colleagues and excluding her from important client meetings. The message was clear: challenge me, and I'll destroy your reputation and career. This case illustrates the critical distinction between genuine leadership traits and their psychopathic mimics. Many characteristics valued in leaders—confidence, decisiveness, charm, strategic thinking—have dark counterparts in the psychopathic personality. What appears as confidence may actually be grandiosity and entitlement. What seems like decisiveness might be impulsivity and disregard for consequences. Apparent charm often masks manipulative intent. The most reliable way to distinguish between healthy leadership and psychopathic imitation is to observe behavioral consistency across different contexts. Genuine leaders maintain relatively consistent values and interpersonal approaches whether dealing with superiors, peers, or subordinates. Psychopaths, by contrast, dramatically shift their presentation depending on their audience's utility to them. They charm upward, manipulate laterally, and often bully downward. Pay particular attention to these specific red flags: dramatic discrepancies in how someone treats people of different status levels; taking credit for others' work; inability to accept criticism or admit mistakes; creating divisions among team members; and retaliating against perceived challenges to their authority. Also watch for what's missing—genuine empathy, authentic emotional connections, and true accountability. Organizations must look beyond surface performance when evaluating leadership potential. A manager who delivers results through fear and manipulation may appear successful in the short term but creates lasting damage to team cohesion, innovation, and talent retention. By understanding these warning signs, companies can better distinguish between those who lead and those who merely exploit leadership positions for personal gain.

Chapter 5: Red Flags: Spotting Wolves in Business Attire

Frank was preparing for an important presentation to the executive committee when he discovered the thumb drive Dave had given him contained plagiarized material from an industry magazine. The charts were identical to those in the article, with only the company name changed and figures increased by 12%. Panicking, Frank worked through the night to create a legitimate presentation. When he arrived at the hotel conference room the next morning, he was shocked to learn that John, his boss, had already received a "final version" directly from Dave, who claimed Frank had a family emergency. When Frank confronted Dave later that day, Dave's response was masterful manipulation: "I was just trying to help you out, man. You seemed stressed about the deadline. Besides, everyone uses industry benchmarks—I just saved you some time reformatting them." Dave's tone suggested Frank was being ungrateful, even unreasonable. When Frank persisted, Dave's demeanor shifted subtly: "Look, John was really impressed with those slides. If you want to tell him they came from a magazine, go ahead, but it might reflect worse on you than me at this point." Frank left the conversation feeling confused and questioning whether he was overreacting. This incident reveals several classic red flags of corporate psychopathy. First, Dave showed no hesitation about plagiarizing content, demonstrating a fundamental disregard for ethical boundaries. Second, when confronted, he quickly reframed his actions as helpful rather than deceptive. Third, he subtly threatened Frank by implying that reporting the truth would damage Frank's reputation more than Dave's. Finally, he used gaslighting techniques to make Frank doubt his own reasonable ethical concerns. Research with corporate executives has identified specific behavioral patterns that signal potential psychopathy. The most telling is what psychologists call "impression management discrepancy"—a significant gap between how someone presents themselves to superiors versus how they treat those with less power. While most professionals show relatively consistent behavior across contexts, corporate psychopaths are masters of compartmentalization, presenting radically different personas to different audiences. Other warning signs include taking credit for others' work while blaming others for failures; creating unnecessary conflict between colleagues; dramatic mood swings, especially when not getting their way; and violating boundaries when challenged. Perhaps most distinctive is their reaction to being caught in lies or ethical violations—rather than showing genuine remorse, they typically respond with denial, counterattacks, or attempts to make the accuser feel unreasonable. Pay particular attention to patterns rather than isolated incidents. Everyone occasionally has bad days or makes mistakes. What distinguishes psychopathic behavior is the consistency of the pattern and the lack of genuine accountability. When confronted with evidence of wrongdoing, do they show authentic remorse and change their behavior, or do they simply become more sophisticated in their deception? Trust your emotional responses as important data points. Many victims report having initial misgivings they couldn't quite articulate—a vague sense that something was "off" despite the person's apparent charm and competence. These intuitive responses often register subtle inconsistencies our conscious mind hasn't yet processed. If you consistently feel confused, anxious, or defensive after interactions with someone, consider whether they might be manipulating rather than communicating with you. Remember that corporate psychopaths succeed precisely because their behavior seems incredible to those who haven't experienced it directly. By understanding these red flags, you can protect yourself from manipulation and help create organizational cultures where such behavior cannot thrive.

Chapter 6: Defense Strategies: Protecting Yourself and Your Organization

Caroline, a financial analyst with fifteen years of experience, prided herself on her professional judgment. Yet she still found herself manipulated by Robert, a new director who joined her department. Despite her initial wariness, Robert's apparent interest in her expertise and seeming alignment with her values gradually won her trust. Only after he used her detailed analysis to secure a promotion—while subtly undermining her reputation with senior management—did she realize she'd been skillfully manipulated. "I should have seen it coming," she later told a colleague. "There were signs—the excessive flattery, the personal questions that seemed friendly but were gathering ammunition, the way he'd occasionally test boundaries to see how much he could get away with. But he was so good at making each step seem reasonable." Caroline's experience highlights a troubling reality: even experienced professionals with strong critical thinking skills can fall prey to skilled manipulators. After this painful experience, Caroline developed a personal protection strategy. She established clearer professional boundaries, documented all significant interactions, built stronger relationships with colleagues who demonstrated consistent ethical behavior, and learned to recognize her own psychological vulnerabilities. Most importantly, she trained herself to notice when someone's words and actions didn't align, particularly when they presented different personas to different people. The first step in self-defense is understanding your own value to potential manipulators. Ask yourself: What do I have that someone might want to exploit? This could include tangible assets like technical skills, client relationships, or access to information, but also psychological traits like a strong work ethic, loyalty, or desire to help others. Recognizing your professional and personal assets helps you distinguish between genuine appreciation and targeted manipulation. Equally important is identifying your psychological triggers—what makes you particularly vulnerable to manipulation? Common triggers include the need for validation, fear of conflict, desire to be liked, imposter syndrome, or past trauma that creates specific sensitivities. Manipulators excel at identifying and exploiting these vulnerabilities, using them to bypass your normal critical judgment. Self-awareness is your strongest defense. Practical protection strategies include maintaining professional boundaries, documenting important interactions, building a diverse support network, and trusting your instincts when something feels wrong. When you experience a strong emotional reaction to someone—whether positive or negative—step back and examine why. Intense admiration or discomfort often signals that something important is happening beneath the surface of your awareness. Remember that psychopaths count on victims' reluctance to appear paranoid or uncooperative. They exploit social norms that discourage questioning others' motives. The most effective defense is balanced skepticism—not assuming the worst of everyone, but maintaining healthy boundaries until people demonstrate trustworthiness through consistent behavior over time. Trust should be earned gradually through actions, not granted immediately based on words or first impressions.

Summary

The most dangerous predators aren't those who appear threatening, but those who masterfully disguise their true nature behind masks of charm, competence, and apparent empathy. Corporate psychopaths succeed precisely because they exploit our natural tendency to trust and our organizational systems that reward impression management over substance. Protect yourself by implementing consistent boundaries in all professional relationships. Document important interactions, especially when something feels wrong but you can't quite articulate why. Build a diverse network of trusted colleagues who can provide reality checks when you're unsure about someone's behavior. Most importantly, trust patterns over promises—anyone can present well temporarily, but consistent ethical behavior across different contexts and time is much harder to fake. When you encounter manipulation, focus on protecting yourself rather than reforming the manipulator. Corporate psychopaths rarely change, but with awareness and boundaries, their ability to cause harm can be significantly limited. Remember that your empathy and trust are strengths in healthy relationships—the goal isn't to eliminate these qualities but to direct them toward those who demonstrate genuine trustworthiness.

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Paul Babiak

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