In the fast-paced world of business, even seasoned leaders can encounter unforeseen challenges. Robert Indries, a serial entrepreneur with over 200 projects across 19 sectors under his belt, shares a sobering tale from his eighth year in business. Despite having built a thriving enterprise and cultivating a culture of continuous growth, Robert found himself grappling with a situation no amount of experience could fully prepare him for: hiring a high-ranking employee with psychopathic tendencies.
This individual initially appeared to fit seamlessly into the organization, acing interviews and adopting professional feedback with finesse. However, the facade quickly began to crack. Through subtle manipulation and deception, the employee derailed projects, sowed discord among colleagues, and concealed mistakes—ultimately costing the company millions of dollars and tarnishing valuable client relationships. Robert , along with his leadership team, faced a whirlwind of confusion as they struggled to identify the root of the dysfunction.
In this article, we explore the crucial lessons Robert gleaned from this harrowing experience. We delve into the importance of identifying red flags early in the hiring process, strategies for managing manipulative employees, and the risks that come with misplaced trust. Through Robert’s journey, we uncover how leaders can regain control, implement stronger feedback systems, and ensure their organizations thrive, even when faced with seemingly insurmountable challenges.
Identifying Red Flags in Hiring
Even the most skilled leaders can overlook subtle warning signs during the hiring process, as Robert discovered the hard way. Despite spotting early red flags with a new senior hire, Robert admits that his failure to act decisively allowed the employee to create chaos within the organization. “I raised at least 100 red flags,” Robert recalls. “The issue was my firmness in insisting that positive change must occur now, not later.”
Hiring a manipulative individual revealed the dangers of ignoring gut instincts. Robert warns that red flags often present themselves as excuses, over-promises, or minor breaches of accountability. “This is my company, my culture, my way of doing things,” Robert says. “If someone doesn’t align with it, they are free to leave.”
Steps to Avoid Red Flags During Hiring
- Define Non-negotiable Values: Clearly articulate your company’s values and expectations before hiring.
- Ask Behavioral Questions: Use past behavior to predict future actions by asking candidates how they’ve handled conflict, failure, or deadlines.
- Conduct Reference Checks: Speak with previous employers to verify claims and assess performance and integrity.
- Evaluate for Alignment, Not Just Skills: Ensure candidates align with your company culture, not just the job description.
- Trust Your Instincts: If something feels off, don’t ignore it. As Robert advises, “Trust, but verify.” Address concerns early and directly to prevent problems down the road.
By following these steps, leaders can minimize the risks associated with poor hiring decisions and protect their organizations from disruptive influences.
The Mask of Competence: Managing Manipulators
Manipulators often enter organizations wearing a convincing mask of competence, fooling even experienced leaders. Robert encountered this firsthand when a seemingly high-performing hire hid unethical behavior under the guise of professionalism. “They seemed highly skilled and competent during interviews, and when given feedback, they only got better at lying,” Robert recalls. “They mastered the art of deception within the organization.”
Managing manipulators is a daunting challenge, as they often excel at presenting false progress and shifting blame. Indries emphasizes the importance of consistent feedback and vigilance: “These people make you doubt yourself. They can skew facts so well that you begin to question your own management style and values.”
To manage manipulators effectively, leaders must rely on objective metrics, open communication, and swift accountability. As Robert warns, “If someone guilt-trips you for checking their work, that’s a red flag.” Consistent feedback sessions, transparency, and follow-through are essential in exposing deceit before it spirals into a major crisis.
How Toxic Employees Derail Organizational Success
Toxic employees can quietly disrupt an organization’s momentum, causing irreversible damage to both morale and business outcomes. When Robert’s high-ranking employee wreaked havoc across multiple projects, it led to financial losses and strained relationships. “We lost so many good relationships with amazing people, millionaires all over the US. Total losses exceeded $2 million during that period,” Robert reveals.
Robert explains how toxic individuals create confusion, manipulate narratives, and mislead both clients and team members. “I doubted everything—my ethics, values, even my leadership philosophies,” Robert shares
Unchecked, toxic employees disrupt project timelines, damage client trust, and foster internal drama. Indries emphasizes the need for leaders to act swiftly: “You either work with them, knowing their limits, or you fire them and let them do damage somewhere else.” Organizations thrive only when leaders are proactive in addressing toxicity before it spreads.
Lessons Learned: Trust, Verification & Moving Forward
After navigating the turmoil caused by a manipulative hire, Robert emerged with profound lessons on leadership, trust, and recovery. One of his key takeaways is the importance of maintaining control while delegating. “I will never allow myself to be pushed out of my own organization ever again,” Robert states firmly. “Trust, but verify—always.”
Robert underscores the value of regular check-ins and performance reviews to ensure alignment with company goals. “Inspecting your expectations is essential. It’s not about trust, but about making sure things are on track,” he advises. Leaders must strike a balance between empowering employees and staying engaged in the details.
Moving forward, Robert learned the importance of relying on his instincts and holding firm to company values. “Your culture is your own. If someone doesn’t align, they’re free to leave,” he reflects. His experience highlights the need for vigilance, accountability, and resilience to sustain long-term success, even after setbacks.