Many of us enjoy sitting down to watch a good film because of the way movies can make us feel. A sad film might help us release our emotions or a comedy might lift our mood. Movies can also offer a chance to connect with and explore our emotions in a safe way.
A reputation can be damaged by a single mistake, or after months or even years of bad behaviour. Organisations may turn a blind eye to such behaviour by employees or business leaders, and sometimes it is tacitly enabled by a toxic culture that prioritises an end game – profits or “winning” – over people or planet.
In either case, research can tell us about the drivers of reputational loss, as well as how to rebuild a reputation, and ways to avoid damaging it in the first place. But while reputations can be protected, my research shows this shouldn’t happen at all costs – there is a dark side to reputation management that can, and should, be avoided.
When you start to notice them, psychopaths seem to be everywhere. This is especially true of people in powerful places. By one estimate, as many as 20% of business leaders have “clinically relevant levels” of psychopathic tendencies – despite the fact as little as 1% of the general population are considered psychopaths. Psychopaths are characterised by shallow emotions, a lack of empathy, immorality, anti-social behaviour and, importantly, deceptiveness.
Imagine you have an interview for a new job tomorrow. Some people might think about what kind of questions they will be asked so that they can prepare, or imagine the interview going well. For others, the thought of an interview will cause them to toss and turn all night thinking of every worst case scenario possible – no matter how outlandish these may be. If you’re someone who has a tendency to do the latter, you are prone to catastrophising.