Manfred F.R. Kets de Vries

<article-ideainbrief class="article-ideainbrief">
 <h4 class="ideainbrief-title">Idea in Brief</h4>
 <div class="ideainbrief-contents">
  <h5>The Problem</h5>
  <p>Executives sometimes suffer from serious personality disorders, such as pathological narcissism, manic-depression, passive-aggressiveness, and emotional disconnection. When these leaders reach positions of power, they create dysfunctional organizations in which everyone is miserable.</p>
  <h5>The Remedies</h5>
  <p>An executive coach can help people combat these syndromes, provided the coach recognizes their signs and understands how to address them. Each pathology requires a different approach. Narcissists have fragile self-esteem (despite their apparent confidence) and react poorly to confrontation. Coaches must build them up carefully. In contrast, making manic-depressives face reality (in combination with therapy and medication) is key to getting them on track. The goal with passive-aggressives is teaching them to express anger in a healthy, direct manner. And exploring and describing emotional experiences helps the disconnected relate better to others.</p>
  <h5>The Bottom Line</h5>
  <p>Though some people will prove impossible to change, these disorders can all be managed, and with the right interventions, executives with them can turn things around and become effective leaders.</p>
 </div>
</article-ideainbrief><p>Senior executives have the power to create an environment that allows people to grow and give their best—or a toxic workplace where everyone is unhappy. How executives end up using that power depends in part on their mental health. Sound, stable bosses generally build companies where the rules make sense to employees, freeing them to focus on performing their jobs well. But if the boss’s psychological makeup is warped, business plans, ideas, interactions, and even the systems and structure of the organization itself will reflect his or her pathologies.</p>

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<p><span class="reprint">Reprint: R1404H</span></p>
<p>In his work as an executive coach, psychotherapist Kets de Vries sometimes comes across bosses with mental demons. The four kinds he encounters most frequently are <em>pathological narcissists,</em> who are selfish and entitled, have grandiose fantasies, and pursue power at all costs; <em>manic-depressives,</em> who can leave a trail of emotional blazes behind them; <em>passive-aggressives,</em> who shy away from confrontation but are obstructive and underhanded; and <em>the emotionally disconnected</em>&#8212;literal-minded people who cannot describe or even recognize their feelings.</p>
<p>Left unchecked, these personalities can warp the interactions, plans, and systems of entire organizations. But with appropriate coaching, toxic bosses can learn to manage their conditions and become effective mentors and leaders. This article describes how to recognize each pathology and, step by step, guide people who suffer from it toward healthier and more-productive interactions.</p>

Coaching the Toxic Leader

Reprint: R1404H In his work as an executive coach, psychotherapist Kets de Vries sometimes comes across bosses with mental demons. The four kinds he encounters most frequently are pathological narcissists, who are selfish and entitled, have grandiose fantasies, and pursue power at all costs; manic-depressives, who can leave a trail of emotional blazes behind them; passive-aggressives, who shy away from confrontation but are obstructive and underhanded; and the emotionally disconnected —literal-minded people who cannot describe or even recognize their feelings. Left unchecked, these personalities can warp the interactions, plans, and systems of entire organizations. But with appropriate coaching, toxic bosses can learn to manage their conditions and become effective mentors and leaders. This article describes how to recognize each pathology and, step by step, guide people who suffer from it toward healthier and more-productive interactions.

Coaching the Toxic Leader

Summary.

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