Currently, as described in an earlier blog here, Australia has the global prize for workplaces experiencing the highest rate of workplace bullying and harassment. That’s not a desirable statistic, is it? 

When combined with the criminalisation of corporate neglect (through our safety laws) in dealing with such unacceptable behaviour, it puts Australia’s workplaces at significant risk of serious litigation and the resulting reputational and fiscal consequences. Separately, the behaviour negatively impacts business results. 

Whilst my strategic partners, such as EEO Specialists, provide a valuable service in helping clients to become aware of and capable of preventing and alleviating unlawful behaviour, I specialise in direct intervention in existing difficult behavioural and performance issues. 

The bulk of my work is helping leaders to deliver the attitudes, behaviours and conversations to shape culture, trust, performance, and followership. Most often we begin with resolving the difficult people issues that prevent or impede the desired progress. 

I engage directly with the troublesome people, sometimes it’s the leaders themselves, to resolve the issue effectively, efficiently, and ethically. Difficult people don’t mean to be difficult, there’s always a reason. I discover the cause, and we work to resolve that. 

At the extreme end are sociopaths.  The resolution requires isolation and removal of that party and early help to the people impacted by the sociopath. Sociopathy has so far been proven to be incurable. 

However, we need to be careful before labelling someone as a ‘sociopath.’ 

Sociopath or Lacking People Skills? 

During my previous career leading covert law enforcement and intelligence operations, I received training and experience about the criminal sociopath. 

There’s a difference between the criminal sociopath and the workplace sociopath. The criminal more often commits psychological and physical violence and property loss, whereas the workplace sociopath usually commits psychological violence. 

Recently I recognised and resolved the presence of a workplace sociopath for a client, and it wasn’t too long after when they asked me to deal with another. 

I was briefed that there had been some complaints from subordinates about this person and they had requested to be moved to a different team and different supervisor. They were moved as requested. I was also briefed that the suspect person was highly intelligent, very competent and was leading a crucial project that had to be completed as soon as possible. 

The client, sensitised by the earlier sociopath, had also taken pre-emptive action, and formerly instructed the suspect person that he would not have people report to him and any support he needed would be given under the direction and care of another supervisor. 

My task was to coach their suspect and determine any evidence of his sociopathy and recommend action. The person had accepted the coaching. 

By my third coaching session with the suspect, and independent checks I made about the original complainants, I was clear that we weren’t dealing with a sociopath, but with a person who was impatient, lacked people skills and was frustrated by under-performing staff, and had a serious project deadline to meet. 

I was also dealing with a very risk averse client. 

The suspect was in fact very empathetic, principled and a loving parent and partner with a healthy number of close friends. 

He was dismayed by the lack of professionalism of the staff he had inherited and didn’t have the skills to deal with them effectively. 

We continued the coaching sessions until the successful completion of the project, during which time he was allowed to select support staff and worked well with them, earning their trust and respect. 

Since the project completion the former suspect has been promoted and now successfully runs a department in the client organisation. 

The original complainants have been set free to shine elsewhere. 

This experience underlines our need to be careful about making serious judgements of this nature. For further information on the workplace sociopath please read my article on the topic. 

We have much to do to improve Australia’s standing when it comes to unlawful workplace behaviours. Being proactive with proper policies, procedures, and training is essential to prevent such behaviours from occurring in the first place. However, when issues do occur, it is vital to take remedial action immediately.

If there are any concerns in relation to potential sociopathy, go through a clear assessment process and if not proven then the use of executive coaches, leadership consultants, and mediation specialists can help achieve positive outcomes. 

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The author, David Deane-Spread is a well-acknowledged executive coach and leadership consultant with over 25 years’ experience. He is also the founder of Mettatude.