Narcissm, talent programmes and mechanistic business culture

I have been pondering recently on how talent programmes (or that dreaded phrase 'top talent') work for the thriving of businesses, individuals and positive business impact.

On a personal note, I have never participated (I'm not a joiner anyway) or been invited but the concept has always grated. Everyone is talented, just in different ways. It is offensive to imply otherwise.

This suggests that a 'certain type of talent' is wanted rather than top talent.

It would be lovely to have some input from those who design such programmes or participants, both good and bad.

In the absence of this, I put Chat GPT to work:

Write an essay to explore the following question and follow-up enquiry. To what extent are talent programmes that are typically run by businesses support financial success.

This was my initial incomplete query which generated a very positive review. I think Chat GPT is a bit of a people pleaser.

My second query generated more reflection

Please revise the essay exploring these supplementary questions and considerations. To what extent do they support the business to achieve its purpose beyond financcial success (consider companies that identify themselves as purpose driven as well as more mainstream compaies). To what extent do they support individual thriving of those employed by the company considering those who are part of the talent programme, those who were not accepted and those who didn't choose to participate. Pay particular attention to the personality types of narcissism or sociopathy or psychopathy. Answer the following questions directly. Do the programmes tend to attract those with these personality types? Do they encourage the development of narcissistic tendencies or traits that are unhelpful for leaders to support company success through supporting individuals to thrive in programme participants? Use research and share any relevant research material

This was the essay that resulted

The Role of Talent Programs in Supporting Business Purpose and Individual Thriving

Talent programs, traditionally seen as tools to enhance business performance and drive financial success, also play a significant role in supporting a company’s broader purpose and fostering the personal development of employees. However, their impact on individual thriving, especially when considering those with personality traits such as narcissism, sociopathy, or psychopathy, requires careful exploration. Moreover, these programs must be scrutinized for how they affect both participants and non-participants, as well as whether they cultivate leadership qualities that align with the organization's mission beyond profitability.

1. Supporting Business Purpose Beyond Financial Success

For purpose-driven organizations, success is often measured not just in terms of financial performance, but by how well they deliver on their mission to benefit society, the environment, or their community. In these contexts, talent programs are designed to develop employees who can drive both the financial and social objectives of the company. For example, Patagonia’s commitment to environmental sustainability is reflected in talent initiatives that encourage employees to innovate and advocate for environmental causes. These programs align with the company’s larger mission of reducing environmental harm, contributing to a sense of purpose for both the company and its employees.

Even in more mainstream companies, there is a growing recognition of the importance of purpose-driven strategies. Research by EY shows that companies with a clear sense of purpose outperform their competitors in the long term because they attract more engaged employees and loyal customers. Talent programs in these companies often aim to create leaders who can embody and promote a broader vision, such as enhancing diversity, equity, and inclusion (DEI), or addressing social responsibility goals.

Thus, talent programs can support a business’s purpose by equipping employees with the skills and mindsets needed to achieve objectives beyond financial success. When strategically aligned with the company’s mission, these programs enable individuals to contribute to societal value, fostering a workplace culture that goes beyond mere profit maximization.

2. Individual Thriving in Talent Programs: Participants, Non-Participants, and Rejectees

The impact of talent programs on individual thriving can be complex, particularly when examining those who participate in these programs, those who were not accepted, and those who chose not to participate.

a. Participants

Employees who are selected for talent programs often experience a range of benefits. They receive opportunities for personal growth, skill development, and career advancement, all of which can enhance their sense of purpose and well-being at work. For instance, individuals in leadership development programs might feel more empowered and valued, resulting in higher job satisfaction and engagement.

However, the pressure to succeed within these programs can sometimes be overwhelming, leading to stress or burnout if the company’s culture equates talent program success with personal worth. It’s critical that these programs focus not only on developing technical or leadership skills but also on emotional intelligence and resilience, ensuring participants thrive holistically.

b. Non-Participants

Employees who are not selected for talent programs or who choose not to participate can experience mixed outcomes. For some, the absence of participation might lead to feelings of being undervalued or excluded, which can impact their morale and engagement. Research from Harvard Business Review shows that exclusive programs can sometimes create an “in-group” and “out-group” dynamic, potentially breeding resentment among non-participants.

On the other hand, employees who choose not to participate may do so because the program doesn’t align with their career goals or personal preferences. For these individuals, thriving might be achieved through alternative avenues of growth and development within the organization, such as lateral moves or project-based learning. Companies need to ensure that talent development opportunities are accessible to all employees, providing multiple pathways for growth to avoid alienating or disenfranchising non-participants.

c. Rejected Applicants

Those who apply but are rejected from talent programs may face the greatest challenges in terms of individual thriving. Feelings of failure or inadequacy can emerge, especially if the rejection is perceived as a reflection of their worth or potential within the company. These individuals require careful handling, with clear feedback mechanisms and alternative development opportunities provided to help them grow despite the setback.

3. Personality Types: Narcissism, Sociopathy, and Psychopathy

Talent programs, especially leadership development initiatives, have been critiqued for attracting and sometimes fostering personality traits that can be detrimental to both organizational culture and individual thriving. The corporate environment, particularly in highly competitive industries, can draw individuals with narcissistic, sociopathic, or psychopathic tendencies, as these personalities often thrive in hierarchical structures that reward ambition and self-promotion.

a. Do Talent Programs Attract Narcissistic or Psychopathic Personalities?

There is evidence to suggest that talent programs, particularly those that emphasize leadership, can attract individuals with narcissistic tendencies. Narcissists are often drawn to leadership roles because they seek admiration, power, and status—traits that are often rewarded in corporate environments. A study published in Personality and Social Psychology Review indicates that individuals with narcissistic traits are more likely to be selected for leadership roles because they exhibit confidence and dominance, which are often mistaken for competence.

Similarly, individuals with psychopathic tendencies may be drawn to leadership development programs as they offer opportunities for manipulation, control, and personal gain. However, these individuals often lack empathy, which can undermine team cohesion and long-term success.

b. Do Talent Programs Encourage Narcissistic Traits?

There is a risk that poorly designed talent programs can exacerbate narcissistic traits, particularly if they reward self-promotion over collaboration or place an undue emphasis on individual achievement. Leadership programs that focus heavily on personal success without addressing emotional intelligence or ethical decision-making can inadvertently encourage behaviors that are detrimental to both individual thriving and organizational culture.

For example, a 2016 study published in Journal of Business Ethics found that narcissistic leaders often lack the empathy needed to support their teams, leading to high turnover and low morale. If talent programs are designed without considering these dynamics, they can cultivate a leadership style that is self-serving rather than supportive of the collective success of the organization.

4. Encouraging Healthy Leadership Development

To counteract the development of narcissistic or psychopathic tendencies, talent programs must prioritize emotional intelligence, empathy, and ethical leadership. Companies such as Unilever have redesigned their leadership development programs to focus on “purpose-driven leadership,” encouraging participants to lead with humility and service to others. These programs emphasize self-awareness, the importance of team success, and the role of leaders in fostering psychological safety within their organizations.

Furthermore, programs that incorporate 360-degree feedback mechanisms, mentoring, and peer evaluations can help prevent the rise of narcissistic behaviors by encouraging leaders to be accountable for their actions and their impact on others. Research shows that leaders who demonstrate high levels of emotional intelligence are more likely to create inclusive, collaborative environments where individuals can thrive.

Conclusion

Talent programs have the potential to significantly support both business success and individual thriving, but they must be carefully designed to align with the organization’s broader purpose and the well-being of its employees. While these programs can attract individuals with narcissistic or psychopathic tendencies, companies can mitigate these risks by fostering emotionally intelligent leadership and providing development opportunities that are inclusive and supportive of all employees, not just those selected for elite programs.

By focusing on emotional intelligence, ethical leadership, and purpose-driven outcomes, companies can ensure that talent programs contribute not only to financial success but also to a thriving, healthy, and inclusive workplace culture.

My thoughts

What jumped out at me was the conclusion and the closing sentence. Emotional intelligence was judged to be a key area of focus which was reassuring.

Ethical leadership is not so helpful. It is easy to say but puts the onus on the leader to be ethical. Other qualities surely are required to navigate complex, ambiguous situations where 'right' and 'wrong' are not clear cut decisions.

The idea of instilling these in an elite group is fundamentally flawed. Surely supporting everyone to develop their emotional intelligence is a much sounder strategy?

This is why I founded Business Unusual and co-created Earthaconter Community . To equip individuals to navigate life using the laws of nature that inherently support the thriving of life.

What are your thoughts?

Personal experience would be valued to feed into the debate (even if it's second-hand).