Dark Triad

Overview: The Talent Delusion, by Tomas Chamorro-Premuzic

All organisations have problems, and nearly all of them concern people. These include how to manage employees and motivate them; who to promote, and who to fire.

To address these issues, billions have been spent on interventions to attract and retain the right people. Yet despite these efforts, the majority of employees remain disenchanted with their careers.

How is this so?

In The Talent Delusion, Professor of Business Psychology and CEO of Hogan Assessments Tomas Chamorro-Premuzic places the blame firmly on existing management practices. More specifically, Chamorro-Premuzic argues that this state of affairs is due to the science-practitioner gap: the gap between what psychological science knows, and what managers practice. “Psychology, the science of understanding people, should be a pivotal tool for solving these problems, yet most organisations play it by ear.” (p. xiii).

The ‘war on talent’

What indications are there that organisations are failing to attract and retain talented people? There are four global macro-economic trends which Chamorro-Premuzic highlights (p. 10):

  • The ‘disengagement epidemic’: that the majority of employees are disenchanted with their jobs.
  • Passive job seekers: that most people are open to new job opportunities, despite being employed.
  • The growing appeal of self-employment: The level of people who quit their jobs to work for themselves, independent of economic cycles.
  • The rise of entrepreneurship: That entrepreneurship has become one of the most desirable career paths, despite the marginal odds of success.

One can debate whether the reported levels of employee disengagement are accurate. Similarly, one can  question whether employee engagement is actually a real thing. That said, Chamorro-Premuzic argues there are good reasons to believe that most people are not satisfied with their jobs– advising readers to merely type ‘my job is’ into Google to get a sense of this.

Here’s what I got:

My job is...

Rather dramatically, Tomas refers these trends more broadly as ‘the war on talent’—  arguing the push to recognise people as a central asset of organisations has failed to materially impact management practice.

To address these issues, Chamorro-Premuzic argues that a fundamental question must be answered: what exactly is talent?

Defining talent

Several definitions of talent are provided in The Talent Delusion. For example, one perspective is that talent can be defined as the minority of people who disproportionately contribute to the organisation’s success.

One of the definitions congruent with an evolutionary perspective is personality being in the right place. By personality, Tomas means one’s dispositional traits, their values, interests and skills, along with their behaviour patterns– the various facets we talk about when referring to someone’s personality.

When attributes are well-matched to the environment, Chamorro-Premuzic argues they will serve as important ‘career weapons’, complimenting both the individual and the organisation. Conversely if there is a poor match, the individual will be at best irrelevant, or at worst counterproductive. Essentially, “[s]uccessful individuals are deemed talented because of their relative ability to adapt to their environment, but only because they have ended up in environments that make their personalities assets rather than hindrances.” (p. 50).

A wealth of psychological research demonstrates that employees perform better when their personalities are well aligned with the tasks required from their jobs. For example, emotionally stable people perform well in high-stress environments (think neurosurgeons). Conversely, anxious individuals do better in environments where pessimistic thinking and hyper-alertness are assets (think air traffic controllers).

Chamorro-Premuzic argues that unless organisations can effectively identify what specific talents people have, it is hard to find suitable roles for them.

Measuring talent

Two critical questions are raised regarding to the identification of talent: what should be measured, and how so?

Chamarro-Premuzic argues the ‘what’ of talent concerns three basic elements: how rewarding are people are  to deal with, how able they are, and how willing they are to work hard.  “In other words, in any job, role and organisation, more talented individuals are generally more endowed with these three advantageous qualities – likeability, ability and drive – than their less talented colleagues.” (p. 54).

As for the ‘how’ question, Chamorro-Premuzic reviews several well-established methodologies for quantifying talent, including structured job interviews, IQ tests, and personality assessments. Argued is that “[…] the science of talent is reliable and predictive; the problem is how infrequently it is applied in real-world work settings.” (p. 55).

Confidently, Chamorro-Premuzic claims that “[…] talent identification tools are stronger than Viagra” (p. 67). Jokes aside, are standardised recruitment methods that powerful?

In No Best Way,  Stephen Colarelli argues the capabilities of structured recruitment methods have been overstated, and that organisational psychologists have conveniently ignored the validity of traditional recruitment practices. According to Colarelli, modern ‘mechanistic’ hiring methods are no better at predicting job performance than traditional hiring methods. (note that this work was published in 2003, and that subsequent met-analyses have been published since).

Just like Viagra, cognitive ability tests also have perverse side-effects.

For example, IQ tests adversely impact various demographic groups such as the poor and less educated, and various ethnic groups– a limitation which is acknowledged by the Chamorro-Premuzic (p. 72):

“[…][R]ecent research shows that children from less privileged backgrounds already perform worse on IQ tests at the age of two, and that these small initial differences are accentuated dramatically by the time they are sixteen. This is ironic given that intelligence tests were invented to increase meritocracy, rather than augment inequality.”

Ironic indeed.

This is not to say that standardised recruitment methods are neither valid nor valuable. However, one could argue that Chamorro-Premuzic maybe overstating their capabilities, and marginalising their limitations.

Developing talent

Like other psychological attributes, Chamorro-Premuzic argues that talent results from an interaction between developmental life experiences and biological predispositions. Accordingly, some individuals more likely to acquire talent than others, even when exposed to the same life events and opportunities. “What this implies is that, when it comes to talent, the issue is not an either/or choice between nature and nurture, but a combination of both.” (pp. 112-113).

A consistent finding from psychology is that personality is largely heritable and stable throughout one’s lifetime. Although people can change, they largely don’t. Chamorro-Premuzic claims that in the absence of extreme life events, people tend to change by becoming more amplified versions of their earlier selves. This is because change requires self-awareness, effort and persistence.

Although Chamorro-Premuzic argues that proper selection would render training and development less necessary, development practices such as coaching can help foster positive change.

Noted is that the most well-validated interventions usually follow a cognitive behavioural framework, which involves challenging and reframing one’s irrational or counterproductive beliefs. However, Chamorro-Premuzic also highlights the efficacy of acceptance and commitment therapy— a technique which encourages one to accept and deal with unpleasant situations, rather than avoid them.

Contrary to popular belief, Chamorro-Premuzic states that interventions designed to increase one’s confidence or self-esteem “[…] are rarely effective, and often counterproductive.” (p. 124).

A central point made in The Talent Delusion  is that the most generalisable feature of good coaching is that these practices increase self-awareness. Although definitions of self-awareness vary, Tomas states self-awareness involves acknowledging one’s strengths and limitations.

The dark side of talent

Although few qualities are more desirable than talent, Chamorro-Premuzic acknowledges that talent has a dark side too. Many undesirable and counterproductive tendencies coexist with positive qualities, which helps explain “[…] why so many capable and technically impressive people often go off the rails.” (p. 143).

Psychologists have found that counterproductive work behaviours, such as bullying, theft and dishonesty, are frequently predicted by the dark triad– narcissism, Machiavellianism and psychopathy. Chamorro-Premuzic notes that the dark triad have been extensively researched, and found to be fairly common in normal work settings. Worst still, these personality traits often help individuals climb up the organisational hierarchy.

Here Chamorro-Premuzic draws on evolutionary theory, and argues that these dark side qualities are adaptive and can help make people successful– although their success comes at the expense of others (p. 166).

[…] [T]heir is a clear Darwinian element to the dark triad, as narcissism, psychopathy, and Machiavellianism evolved to facilitate self-serving strategies and manipulation tactics that enhance competition at the expense of collaboration. Although in the long-term altruism, compassion and cooperation favour group survival, in the short-term there are advantages for individuals who can deceive and influence others, and focus more on their own than other people’s well-being.” .

For example, deception may help dishonest employees advance their careers, and greed may help propel selfish individuals to positions of power. However, Tomas states that such personal gain comes at great cost to the collective, which would benefit from the advancement of those who are honest, talented and altruistic.

Likewise, Tomas emphasises that it is competence that allows people to excel at their jobs, but it is confidence that helps them get promoted.

In an ideal world, people could readily distinguish confidence from competence, and that those in need of development would seek assistance. However from an evolutionary perspective, deceit and self-deception can pay handsomely.

As stated by Chamorro-Premuzic (pp. 224-5):

“One of the problems with talent is that in order to persuade others that you have it, it is often enough just to persuade yourself. From an evolutionary perspective, this is one of the few apparent benefits of overconfidence… [I]f you are unaware of of your weaknesses you will probably not convey many insecurities to others, and others may be misled into thinking that you are competent – for you seem confident in your abilities… [B]ut make no mistake; although this can help individuals to fake competence in the short-term, it comes at the long-term detriment to the group or collective.”

The clear distinction made between self-serving behaviour and group welfare means that the Chamorro-Premuzic’s analysis is reconcilable with a multilevel selection perspective.

Practical reasons provided for evaluating the dark side of talent include the pervasiveness of counterproductive work behaviours in organisations. To elaborate, unethical and antisocial behaviours such as rule-bending, bullying and theft, cost the global economy billions. For example, the Enron and WorldCom accounting scandals amounted to losses of $40 billion in their first year alone.

While the bright side of talent predicts career success and organisational effectiveness, the dark side predicts failure and derailment. If the dark side of talent is ignored, Chamorro-Premuzic argues organisations will pay the consequences.

The future of talent

A significant proportion of The Talent Delusion is dedicated to speculating how management practices may evolve in the years ahead.

Argued is that the growing complexity of workplace experiences has been grossly exaggerated, and that generational changes in personality and the pervasiveness of technology are likely to reshape the whole recruitment experience.

Great emphasis is placed on the opportunities presented by artificial intelligence to remove bias from the recruitment process. However, recent research suggests this optimism may be misplaced.

Contrary to popular opinion, Chamorro-Premuzic states that generational differences are smaller than people think (pp.178-9):

“If you think that human evolution has taken place over 2 million years, you will realise that a 100-year timeframe is pretty insignificant. This is also consistent with the idea that, from a broad psychological perspective, our needs and behaviours have always been and meant the same, even if they are now expressed through Snapshot or Linkedin rather than primitive hunter-gather rituals. Our desire to get along, get ahead and find meaning has always dictated the grammar of social interaction, no matter how those particular interactions are manifested.”

That said, a clear trend identified by psychologists over the past century is significant increases in narcissism. Chamorro-Premuzic describes these increases in egocentric attitudes and behaviours as ‘astonishing’, noting that millennials are the most narcissistic generation to date.

With millennials due to become the majority of the workforce, Tomas foresees great challenges for organisations ahead. “[…] [G]enerational increases in narcissism will harm our ability to work in teams, and since every significant accomplishment of civilisation is the result of coordinated team effort, the prospect of a more narcissistic and individualistic society is indeed rather bleak.” (p. 181).

With this in mind, Chamorro-Premuzic states that three critical competencies may mitigate the adverse effects that narcissism may have in the workplace: self-awareness, curiosity, and entrepreneurship.

Tomas refers to a principle of evolutionary psychology known as ‘negative-frequency dependent selection‘: that the fitness advantages of traits will tend to increase when those traits are less common in a given population. “Greedy bastards, for instance, will do much better when they are surrounded by honest altruists rather  than other greedy bastards.” (p. 167).

With the documented rise in narcissism, perhaps employers will place a premium on honesty and humility? As stated by Chamorro-Premuzic; “[…] [I]n a world where self-delusion and overconfidence are the norm, those capable of understanding their limitations will have a particular advantage.” (p. 182).

Written by Max Beilby for Darwinian Business

Click here to buy a copy of The Talent Delusion.

*Post updated 15th April 2017

References & recommended reading

Briner, R. B. (2014). What is employee engagement and does it matter? An evidence-based approach. The Future of Engagement Thought Piece Collection, 51.

Colarelli, S. M. (2003). No Best Way: An evolutionary perspective on human resource management. Greenwood Publishing Group.

Foster, J. D., Campbell, W. K., & Twenge, J. M. (2003). Individual differences in narcissism: Inflated self-views across the lifespan and around the world. Journal of Research in Personality, 37(6), 469-486. Available here.

Hogan, R., Kaiser, R. B., & Chamorro-Premuzic, T. (2014) An Evolutionary View of Organizational Culture. In The Oxford Handbook of Organizational Culture and Climate.

Hogan, J., & Holland, B. (2003). Using theory to evaluate personality and job-performance relations: a socioanalytic perspective. Journal of Applied Psychology, 88 (1), 100-112.

Hutson, M. (2017) Even artificial intelligence can acquire biases against race and gender. Science Magazine. Available here.

Kuncel, N. R., Ones, D. S., & Sackett, P. R. (2010). Individual differences as predictors of work, educational, and broad life outcomes. Personality and Individual Differences, 49(4), 331-336.

Trivers, R. (2011). Deceit and Self-Deception: Fooling yourself the better to fool others. Allen Lane.

Twenge, J. M., & Campbell, W. K. (2010). The Narcissism Epidemic: Living in the age of entitlement. Free Press.

Von Stumm, S., & Plomin, R. (2015). Socioeconomic status and the growth of intelligence from infancy through adolescence. Intelligence, 48, 30-36.