ITC Consultancy

ITC Consultancy We deliver a range of training and consultancy in Psychological Therapies and associated training services from conflict, stress and management skills

The Curse of Imposter SyndromeThroughout my clinical practice as a psychotherapist I have come across many clients, ofte...
03/05/2025

The Curse of Imposter Syndrome
Throughout my clinical practice as a psychotherapist I have come across many clients, often in very senior positions in their careers who suffer imposter syndrome. Trying to convince an individual that they are capable and not a fraud can be very difficult because they operate at a belief level, in other words they believe they are a fraud and will be caught out and often whatever you say to them will not change their mind. By understanding that IS is a belief it is possible to help people understand and overcome this very debilitating condition.

Personality Types and DisordersThere continues to be a strong interest in understanding personality types and more impor...
03/05/2025

Personality Types and Disorders
There continues to be a strong interest in understanding personality types and more importantly personality disorders. My two modules on this subject continue to draw interest. I will be running both these modules again in September and the second module looks at the new dimensional modules used to help better understand and diagnose PDs. The second module is also running in July - check my website for full details.

An Introduction to the darker side of human beingsThe Dark Triad consists of three overlapping, trait distinct personali...
23/08/2022

An Introduction to the darker side of human beings

The Dark Triad consists of three overlapping, trait distinct personalities, these being, Psychopathy, Narcissism and Machiavellianism. It was first introduced in the early 2000’s but since then there has been significant research into these potentially damaging personality types. Why so damaging?

Often the main reason is we just cannot believe individuals can exhibit such behaviours and be this way, and it is that naïveté that can cost people dearly in work, life and relationships. Those we would class as being manipulative, controlling and out right impossible to deal with can display personality traits within what we term the Dark Triad. Even more potentially damaging and challenging are those within the model known as the Dark Tetrad which include those classed as having a Sadistic Personality.

We are intrigued, puzzled but also often easily damaged by these individuals. Understanding these personalities can be of great benefit in both work, life and even relationships. One of the first things to point out is that if you do get what I term “played” by an individual in the Dark Triad it does not mean you are weak, stupid, foolish or blind. What we must realise and take into account is those in the Dark triad are good at manipulating and controlling others and not in a good way.

They all share a number of core traits of which many of you who have had anything to do with these personalities will know only too well. These core traits include, Manipulation, Callousness and Selfishness and a high degree of disagreeableness.

One of the core traits from what we call “The Big Five Personality Traits” is agreeableness. Research has shown that many in the Dark Triad are low on this trait, they simply will not agree with you in any way unless it is to their advantage. This links with the inability for many in the Triad to see the issue from others perspective, they often lack what will call “An Observing Self”

The main approach from an individual in the Dark Triad is one of attack and so they do not have what we might call defence mechanisms but rather control strategies. Understanding these strategies can greatly help our initial management of this type of person. What do these personality types do to control and manipulate people they come into contact with?

Psychopathy personality - Act out / intimidate, they put you on the defensive and make you feel like you are wrong or just stupid for even trying to challenge them.

Narcissistic personality - Rationalise / question, “why do you say that?” “So really is that what you think this is about?” These questions are set to do one thing, create doubt.

Machiavellian Personality - Low key flattery / deflection, the Machiavellian is perhaps the more cautious of the three and will not be as open in attack but will certainly aim to deflect any blame or suspicion coming their way by shifting attention or using flattery so you lower your guard.

There is no doubt that those in the Dark Triad or Dark Tetrad are very difficult to manage and work with and there are many techniques and approaches we can take to minimise the negative impact they can have on us. However in the first instance it is the development of awareness around the traits and impacts of these personalities and then building confidence that they can be managed and their damaging impact minimised that can help move things on for many involved with such potentially damaging and disruptive individual.

I have explored some ways to manage Dark Triad personalities in previous articles and in a follow up I will expand on how we can manage interactions with these individuals more effectively.

Martin Smith is a specialist training consultant specialising in dealing with manipulation and controlling types in the workplace. He is also and practising Psychotherapist with over 20 years clinical experience - he can be contacted directly via email - [email protected] or phone him on 07 973 410 010.

Understanding The Dark Triad CPD Event places available book online
23/11/2021

Understanding The Dark Triad CPD Event places available book online

ILEETA International Conference 2022I was delighted this week to be informed that I have been invited to present at the ...
23/11/2021

ILEETA International Conference 2022

I was delighted this week to be informed that I have been invited to present at the International Law Enforcement Educators and Trainers Association conference which will be held in St Louis USA in March next year.

The subject will be around Understanding the Dark Triad of Personality in Life, Work and Relationships, a subject that I have been studying and delivering CPD training on for a while now. The programme has been as a direct result of my extensive work and study on my EDB programme (Dealing with Extreme Difficult and Persistent Behaviour in the workplace) and delves into even more fascinating and troubling human behaviour and personality.

Many will not be surprised to know that this will be the third attempt to get to the conference having been invited to present this subject at both the 2020 and 2021 conferences, but due to a few issues around the World I was unable to attend on either occasion.

I will be publishing a short article on the Dark Triad and the material linked to the conference presentation in the next week or so. If you would like any more information do feel free to contact me.

SOR Radiate Event It was a great pleasure to present a session to the Society of Radiographers last night on managing Bu...
26/10/2021

SOR Radiate Event

It was a great pleasure to present a session to the Society of Radiographers last night on managing Burnout and How to Say No Effectively. Everyone is suffering undue pressure in many jobs and positions and so it was good to be able to give some hints and tips on how to manage the very corrosive condition of Burnout and how to manage when you want to say yes to something but know you should say no. Thanks to Richard Evans and his team for the event. You can read more on what was presented by viewing the article I have published last week.

The Ease of Saying No!With so much pressure in our lives, especially at work, many of us are not just stretched but head...
12/10/2021

The Ease of Saying No!

With so much pressure in our lives, especially at work, many of us are not just stretched but heading for Burnout if not already there!

Burnout is a state of physical, emotional and mental exhaustion caused by long term involvement in emotionally demanding situations. Pines and Arnson, 1988, 1989.

The term was first introduced by Maslach (1982) to describe a collection of symptoms which can be described in three key aspects.

Emotional Exhaustion - “I feel emotionally drained at work”
Depersonalisation - “I worry my job is hardening me emotionally”
Reduced personal accomplishment - “I am no longer positively influencing other people’s lives through my work”

Difficult as it is, one way to help manage burnout is to say no on occasions when you know you just cannot take on any more. I am only to aware of how difficult this can be, but if we can start to say no on occasions it will enable us to say yes in the future and be of more of a support to our team and organisation rather than just pushing on relentlessly and then having to go off, often long term.

Saying no is not easy at all but a few small but effective steps can help. The following are some hints I teach in many of my resilience and communication sessions.

Saying No Effectively

Being aware / acceptance of your own feelings of guilt, anger or frustration
Accepting these are genuine feelings that it is OK to have
State your ongoing support and desire to do a good job
Be clear on the need to decline a request (on this occasion)
Highlight the door is still open and your willingness to help - but not this time
In the words we use to deliver our message another helpful hint is the use of certain attributional styles.

Attributional style. Is the way we explain things to ourselves and others. There are a few variables that we most commonly use to do this. Two I use a lot for delivering an effective no are what are know as:

Global verses Specific or (Universal Attribution)
Permanent verses Temporary or (Time Attribution)

The idea is to be quite specific in the point you are making and to highlight it is a temporary no rather than a permanent no.

Comments using these two attributional styles -
Possible examples

This is the situation which right now I am unable to help with
Currently I am unable to do what you are asking
Thank you for asking me and at this time under these circumstances I am unable to assist but please keep me in mind for further help in the coming weeks

You will notice in each statement that we are being specific about the issue, “this situation” “what you are currently asking” and then highlighting that we are still open to doing things but not at this time by use of words like “right now” or “currently”

Martin delivers a range of short online programmes around Compassion fatigue, Burnout, and Communications skills to organisations across all sectors. He can be contacted directly via email - [email protected] or phone him on 07 973 410 010.

After the graet success of the CPD event on the Dark Triad and further interest in this subject I plan to run another ev...
03/10/2021

After the graet success of the CPD event on the Dark Triad and further interest in this subject I plan to run another event in January (seems a long way off but not at all!) Hope you can make it to this online event.

Playing your role in the DramaOver the past decade Martin Smith has been teaching and developing programmes to help orga...
11/06/2021

Playing your role in the Drama

Over the past decade Martin Smith has been teaching and developing programmes to help organisations manage what, in his programme he has termed, Extreme Difficult Behaviour (EDB). Talking to many managers and HR professionals about this type of behaviour many common points come out, which include:

How time consuming this person is
How nothing seems to get satisfactorily resolved
How issues keep getting brought back up, long after it was thought the issue had been resolved
How the EDB makes everything personal and always someone else’s fault or issue
How impossible it seems to negotiate, mediate or rationally discuss issues with the type of person

A common observation is that the manager, organisation or HR / Legal / Union professional dealing with this person seems to be caught up in a never ending drama. The real answer to that observation is, they are caught in a never ending drama! The issue is how not to get caught in the drama and avoid playing your role in their drama.

In my ongoing desire to understand and help organisations manage this type of behaviour I recently came across Psychologist Alan Godwin and his work around managing drama and manipulation. What I found very useful was his take on the different dramas we can find ourselves in with an individual and the role we both take. Although his work is focused on working with a range of clinically defined personality disorders the link to the work I do with organisations around EDB’s is compelling.

What Dr Godwin identifies is a range of conflict dramas and then the role the individual takes and the role we “should” or are expected to take to maintain the drama. There are numerous examples which fit well with an EDB’s drama in the workplace including;

Master - their role in this drama is to control, I have often highlighted that a key factor in EDB behaviour is the drive to control any and all situations.

Martyr - their role in this drama is being the victim, a common ploy when challenged is to go to victim mode with claims they are being victimised, bullied and harassed by everyone.

Mirror - here the role is to shine and show themselves to be an ideal employee when those dealing with the EDB know this is not the case.

If you want to stay in the drama then there are specific roles you can undertake which keep the drama running and hence keep the EDB in control.

With the Master drama we often submit and give way (it is too much trouble and effort to resist).

With the Martyr drama we go into rescue mode and try to help. Nothing wrong with this but often we do far too much for the EDB and are far too reasonable.

With the Mirror drama we let them shine and buy into the idea that they are too good at their job to ever think of challenging their behaviour or exiting them due to poor conduct.

If the organisation adopts any of these roles with the EDB they run into problems. Maintaining any of the drama roles can simply wear people and the organisation down. Cause good people to leave and eventually cause significant issues for the organisation at various levels.

So the key question is what should we do in any of these dramas? The answer of course is not simple nor is it easy but keeping out of the drama and not playing your role in the drama is essential. Some key points to managing any of these dramas includes:

Team not solo event - something I have always maintained in the EDB Programme is that dealing with an EDB requires agreement and action at all levels of the organisation not just the EDB’s first line manager. Senior managers and HR should be aware of the issues and work to support actions of the first line manager.

Responding not reacting - clear directions from all levels of the organisation as to what is acceptable behaviour and conduct and follow through with consequences if reasonable instructions and directions are not adhered to by the EDB.

Setting and maintaining boundaries - keeping emotions out of the interactions and not getting drawn into the drama by being clear on actions and when something is finished it is finished and will not be revisited unless there is clear evidence for further action.

Dealing with the drama of an EDB, especially when it is persistent is extremely difficult but certain approaches will work provided managers, HR and all involved keep out of the drama and take appropriate action.

Martin Smith is a Specialist Training Consultant and practising Psychotherapist - he can be contacted directly via email - [email protected] or phone him on 07 973 410 010.

Martin Smith has been developing and delivering a range of programmes to organisations which looks at Extreme Difficult ...
22/05/2021

Martin Smith has been developing and delivering a range of programmes to organisations which looks at Extreme Difficult and Persistent workplace behaviour. Within the programme they are termed EDB’s and have a unique skill of controlling and manipulating people and organisations. This article looks at some of the common traps we can all fall into when trying to deal with an EDB. These ideas can help manage an EDB in the workplace but also help with manipulators and controllers in all aspects of life.

Two consistent and great pieces of feedback I get from my EDB Programme is “thank goodness I realise it is not all me” and “I now feel confident that I am not going crazy”.

When it comes to dealing with an EDB there are many things that can block us from seeing what is right in front of our eyes. These are not meant to be criticisms because the issue is that the EDB is skilled at makes us vulnerable to their manipulation and control no matter how strong we think we are.

Many of the blocks are actually good in as much as having some qualities makes us good managers, HR professionals and people in general. A lot of our training gets in the way when it comes to dealing with an EDB and we have to put aside a lot of our natural preferences to guard against and be effective in dealing with an EDB in the workplace or a manipulator in any aspect of our life.

Some of the common traps we can all fall into when dealing with a highly controlling and manipulative individual include:

A naiveté expectation - we like to see the best in everyone and believe that everyone can be reasoned with and trusted to do the right thing by all. The problem is that this is not and cannot be the case with an EDB.

Cognitive Dissonance - we strive for internal consistency and when two contradictory ideas or concepts are experienced at the same time it produces a discomfort and dissonance in us. With an EDB we experience situations and interactions which usually go one way with most people but not with the EDB leading to confusion and disbelief in our usually understanding of our World.

Incremental Acclimation - if things happen suddenly we notice them. If they happen gradually over time in small doses we don’t notice what is happening until it is too late, this is so common with an EDB / Manipulator. They have been doing what they do for a long time, we just have not noticed what is really happening, hence the reason I talk a lot about looking out for a pattern of behaviour in my workshops rather than the one big event. (See my article on waiting for the one big hit).

Projective Identification - this is the idea that this must be me, it must be my fault. The EDB / Manipulator is very good at making everything someone else’s fault and over time we buy into this idea. Coupled with Cognitive Dissonance “This must be me as no one else has this problem with them, do they?” Our own disbelief in what is happening coupled with the skill of the EDB to put the blame on you leads us to this very damaging trap and the idea that we must be a bad person.

Hoping for change - this is a classic trap, anyone has the capability to change but two keys things must be in place for that change to occur. One the person must recognise there is a problem and two they must want to change. With an EDB we fall at the first hurdle as they do not recognise there is a problem in the first place and if they do, it is your problem, not their’s and so it is you who needs to change.

Being reasonable - we are working under the false impression this person is reasonable and can see an alternative viewpoint. As I highlight in the programme the EDB works from an emotive belief that they are right and everyone else is wrong. This is a belief that cannot be negotiated with, mediated with, or reasoned with, hence within the programme why we look at a range of ideas around how we can manage and deal with an EDB but in a very different way to how we usually deal with the majority of people we come into contact with.

In my work around Extreme Difficult Behaviours and Personality Disorders I have come across many people who have suffere...
13/05/2021

In my work around Extreme Difficult Behaviours and Personality Disorders I have come across many people who have suffered in some way at the hands of such difficult personality types. This could be at work or in personal life.

Many are intrigued, puzzled and often damaged by individuals who display personality traits within what is known as the Dark triad. Even more potentially damaging and challenging are those within the model known as the Dark Tetrad. I am running a workshop in August which explores what these personality types are, how they operate and how we can manage them in life, work and relationships.

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