Microcoaching: The Next Generation Of Personal Development

As the modern workplace evolves, its associated practices must too. An office used to mean a fixed location, now it’s anywhere with an internet connection or something to write with. A multi-million dollar business used to require heaps of staff and complicated infrastructure, now it could be a teenager with a Shopify site. Meetings used to always be face-to-face. Emails used to be faxes. Instant payments used to be cheques. You get the idea.

Ambitious entrepreneurs are maximising their time; fitting in more of what matters and doing less of what doesn’t. More is automated, delegated and eliminated than ever before. It makes sense that coaching is up for discussion.

What is microcoaching?

Microcoaching is an alternative to traditional coaching, consisting of smaller and more frequent questions, guidance and assistance. Rather than scheduling hour-long calls or face-to-face meetings, microcoaching might involve a five-minute chat every few days, and the exchange of voice notes or text-based questions and prompts between coach and client. The principle is that frequent doses of guidance might help keep someone on track better than an in-depth discussion every two weeks, for example.

Microcoaching is used by coaches looking to adapt their practices to a changing workplace, as well as the evolving demands of a modern entrepreneur. It’s used within larger organizations, to enable senior team members to offer support to junior ones, or to enable peer-to-peer development. It might be used within entrepreneur networks or between friendship groups. Whenever you’re spending time with someone who is helping you find solutions or holding you accountable, you might be on the receiving end of microcoaching.

Formal, structured coaching has its place, but for some clients of coaches it’s surplus to requirements and shorter, more frequent bursts of motivation, inspiration and nudging may prove more beneficial.

What makes microcoaching so effective?

Microcoaching, by its very nature, enables more frequent catch ups and a real-time method of keeping in touch. This means challenges can be assessed and dissected and a plan of action made without waiting for the next scheduled session, which may be weeks or even months in the future. This is particularly useful if the microcoaching recipient feels they may have made a mistake, could have handled a situation better, or they have a big decision they’d like to discuss.

The faster implementation of microcoaching can make the recipient more effective in their work. Whether self-employed or an employee, they are less likely to waste time pursuing practices that are ineffective or go too far down a rabbit hole before they’re caught. Feedback loops are far shorter meaning actions can be redirected accordingly. Furthermore, the microcoaching receiver can access frequent doses of motivation, keeping their levels topped up rather than allowing for boom and bust.

One of the key benefits of microcoaching is its flexible nature, especially when communication is delivered asynchronously. This means the coach and their client can exchange thoughts and questions in their own time, whenever is convenient. This removes the need to find time in two busy schedules and block out an afternoon for a call and review period. Long coaching calls can be draining for both parties and they’re not always effective. Furthermore, long coaching calls might require an initial phase of catching up, which microcoaching negates the need for.

How can entrepreneurs benefit from microcoaching?

Ambitious entrepreneurs are hungry for knowledge, including feedback and pointers of how they can improve. They can open themselves up for microcoaching by letting key individuals around them know that regular feedback is welcome.

Within a formal coaching relationship, where an entrepreneur has commissioned a coach, they might adapt the schedule so they communicate in smaller bursts and incorporate ad hoc phone calls, shorter catch ups or voice notes, saving the longer sessions for when deep dives are necessary or when there’s something significant to discuss. This adaptation may be welcomed by their coach and make the arrangement more effective.

Outside of a formal coaching relationship, for example in mastermind groups or between friendship groups consisting of entrepreneurs, each member can administer and receive microcoaching according to the boundaries of those involved. If a friend is explaining a business problem, for example, I might ask them if I can offer feedback, ask some questions, or suggest a new way to frame the problem. In turn, they may hear of a business challenge I’m facing and ask if it’s okay that they probe, in order to help me reach a solution.

When microcoaching is met with an open demeanour and willingness to learn, it can be effective. When it’s unsolicited, defensiveness may ensue, and no solutions reached, hence why it’s crucial to check before offering input.

Entrepreneurs who question every aspect of their career and work will inevitably find better ways of conducting business. Modern businesses have reimagined what’s possible; applying the same to personal development could unlock the progress ambitious business owners are seeking.

Author of Ten Year Career: Reimagine business, design your life, fast track to freedom. I founded a digital agency in 2011 that was acquired in 2021

Source: Microcoaching: The Next Generation Of Personal Development

Critics by C. Lee Smith

I define microcoaching as short, frequent bursts of sales coaching, personalized to the individual’s specific needs, that fill the developmental and motivational gaps from existing 1‑on‑1 coaching sessions. The bite-sized guidance is ideal for reps who are overwhelmed or easily distracted. The ability to automate sales microcoaching through AI is ideal for sales managers who are too busy for more 1‑on‑1 coaching and believe their reps need frequent reinforcement on key sales principles and practices.

The differences between microcoaching and traditional sales coaching comes down to how and when it happens and to what’s covered in the sessions. A traditional sales coaching session can take place in a one-on-one meeting. It can also happen during a ride-along. As you and your rep approach an account’s office for an in-person meeting, coaching will include a strategic discussion. These sessions usually take anywhere from 20 minutes to an hour.

They are often focused on deal coaching, or reviewing the rep’s pipeline, at the expense of skills building and motivation, according to research from the Sales Management Association. Microcoaching, on the other hand, involves the delivery of one key piece of information. These sessions last between two and six minutes. This is the sweet spot of attention for the typical learner, but for easily-distracted salespeople, they should be closer to the two-minute mark. When a rep receives a microcoaching feed in an email or chat message, they can quickly review a basic principle such as the need to research the prospect before reaching out.

After reading the statement, reviewing a blog post or short video, they can build their knowledgebase by reflecting on and responding to two questions that come with the feed. And automated sales microcoaching works well when it relies on AI driven by the results of the rep’s sales assessment. In these cases, a feed will summarize a detail about the rep’s work habits or process as it relates to sales or interacting with others. The rep then reflects on and gives brief answers about how they can adapt their practices to improve sales outcomes.

Microcoaching is best suited for tactics, but can be very effective for developing skills and their mindset. These topics are often neglected in standard one-on-one meetings. Through four years of testing and development at SalesFuel, we created the first sales microcoaching platform, SalesFuel CoachFeed. It contains four essential elements for upskilling your sales reps. 

Needs analysis – Every successful sales professional knows that their sales outcome will only be as good as the needs analysis they conduct on their prospect. Microcoaching emphasizes how to conduct effective needs analysis.

Sales coaching – Microcoaching doesn’t exist in a vacuum. The material should supplement the topics managers and reps cover in their regular one-on-one sessions.

Adaptive coaching – Every sales rep is at a different point in their professional development. They come to their positions with unique strengths and weaknesses. Microcoaching platforms can target each rep’s unique needs by tapping assessment results. They then merge the results with knowledgebase information into effective suggestions and thought-provoking questions.

Microcoaching – Regular topical feeds address a rep’s sales skills needs and their mindset based on assessment results. Additional feeds address account-based coaching. First, reps identify the accounts they want to land or grow. Then, they receive feeds containing intelligence about those accounts and advice on how to proceed.

You know how to coach your reps. And if you had more time, you could turn some of your average sellers into superstars. When you turn to microcoaching, you don’t need to find more hours in the day. Both you and your reps will benefit from using microcoaching to supplement the coaching you’re already providing.
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What started out as a necessity has turned into a way of life for many: remote work. Over two years after the start of the Covid-19 pandemic and the subsequent shift to remote work, experts are starting to see some of the financial implications of moving work out of the traditional office setting.

While results are largely promising and several experts point to various ways remote work has helped businesses financially, the members of Forbes Finance Council have been observing both positive and negative financial trends among businesses newly engaged in remote work. Below, 14 of them share some key financial results they’ve observed for companies that have switched to remote work and why these insights should matter to every business leader.

1. Companies Are Paying Compliance Fines

While financial implications are usually positive, we’re actually seeing challenges caused by remote work—specifically, around monitoring communications for compliance purposes. With the move to remote work, compliance staff were basically left blind as to what is going on in their organizations. Those organizations that didn’t adapt fast enough are now receiving regulatory fines of $200 million and up. – Shiran Weitzman, Shield

2. Companies Are Spending Money To Improve Communication Applications

When an organization is considering remote work options, thought must be given to maximizing communication efforts. Before making the switch, measure the tradeoff. Yes, you are likely able to recognize cost savings in certain areas, but where do you need to spend to improve your communication applications to maintain efficiencies? – Kacey Butcher, Adaptation Financial

3. Industries That Require In-Person Training Are Struggling To Maintain Productivity

Remote work is not helpful or workable in a growing number of industries that require training younger employees to be experts in their fields. It’s hard to train new lawyers and accountants on how to do their jobs if they can’t work alongside someone and learn how it works. This lowers productivity and impedes the ability to replenish the workforce, which ultimately impacts profitability. – John Ward, Bridge Investment Group

4. Struggles With Customer Service Are Causing Some Companies To Lose Business

While some companies have made the transition seamlessly, others have failed miserably. We have moved our bank accounts and our P&C brokers. Both are big names in their respective industries. It feels like there is a lack of supervision. I have waited days for a return call for basic services. Companies that can operate remotely and still provide excellent service thrive during this new period. – Michael Seltzer, Vérité Group, LLC

5. Remote Work Culture Can Get Watered Down

Culture is defined as the values, ideas, attitudes and goals that characterize a firm. Firms work extremely hard at developing a great culture. If there is a large contingency of employees always working remotely, a firm’s culture can get watered down. This can have a ripple effect throughout the organization. – DeLynn Zell, Bridgeworth Wealth Management

6. There Are Hidden Costs In Maintaining A Strong Culture

A fully remote business requires a strong company culture to ensure a sense of purpose and shared passion for your employees. While the overhead costs might be lower with a remote team, it is vital to consider the hidden costs of maintaining a strong culture while working remotely and investing in technological changes and employees’ future prosperity, retraining and role in the community. – Peter Goldstein, Exchange Listing LLC

7. Managing A Multi-State Workforce Is Challenging

Remote work is not for every company or role, and oversight is important. The biggest impact is the inability, especially in small businesses, to cope with a multi-state workforce. They are not equipped to manage multi-state systems for payroll and benefits and are struggling with remote people management. Seek help on regulatory and personnel management and development matters. – David Kelley, Mailprotector

8. Expenditures On Rent Can Be Significantly Reduced

If work is consistently completed in a timely manner, remote work could provide a potential windfall in expense savings for a business owner. Moving to smaller offices brings down rent costs, as does allowing employees to work from remote locations. In addition, employees saving commute time will be happy to have the flexibility and will feel motivated to be sure their work is done on time, efficiently and accurately. – Christopher Drake, Drake Consulting Group, LLC

9. Companies With Large Office Spaces Are Considering Leasing Or Selling

We might have switched to a “hybrid office,” but in reality, we’re only using about 20% of our office space. That’s a huge financial responsibility for a space we aren’t using to its full capacity anymore. Now, we’re starting to ask ourselves if we should lease or sell our property. That’s a tough decision, but at the end of the day, we need to do what makes sense for the business. – Christopher Hurn, Fountainhead Commercial Capital

10. Remote Work Can Add Complex Tax Implications

A company can get a nasty surprise when its remote workers move to states the company wasn’t registered in. This creates new payroll and income tax exposures. Additionally, some states and cities are still trying to hold onto potential tax revenue, even if the employees no longer work or live there. The short-term result is more tax exposure, fines, paperwork and compliance. – Aaron Spool, Eventus Advisory Group, LLC

11. There’s A Higher Risk Of Costly Data Breaches

A data breach is one of the most significant financial risks that come with remote work. Remote offices still need to maintain data integrity and security, especially during periods of high employee turnover. Files are shared remotely and in different time zones. Confidentiality within a household can’t be verified or secured. Companies that want to shift to remote work must set up data integrity systems first. – Jared Weitz, United Capital Source Inc.

12. Businesses Are Investing More In Cybersecurity

Although business leaders generally expect to cut operating costs by implementing a remote work environment, doing so does require additional investment to enhance cybersecurity measures. Before switching to a remote or hybrid work environment, business leaders and advisors alike must ensure that they have the right tools in place to secure their network while keeping costs in line. – Mara Garcia, Phonexa Holdings, LLC

13. Companies Are Incurring New And Increased Tech Costs

There has been an increased investment in technology and process creation for operational efficiencies. Examples include internal and external communications SaaS products that were previously not present in our business, VO VO +1.7%IP phone systems, messaging systems, video conferencing software, shared digital document storage, and tech equipment, including laptops, headsets and high-speed internet. – Cynthia Hemingway, Fourlane, Inc.

14. Models For The Cost Value Of Production Are Changing

Managing production and the cost value of production in a remote workforce is more difficult than it is within a controlled office environment. Efficiencies in a remote workforce are lower than those in a physical workforce, and this difference is greater within industries that require a high level of collaboration between co-workers. Financial models for the cost value of production have changed. – Joseph Orseno, Tiltify

Source: 14 Critical Financial Results Businesses Have Seen From The Remote Work Movement

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Five Types Of Talent Behind The Great Resignation

Last summer, Shannon Harrell left a marketing role at Nestlé to work in the then booming telehealth industry at Teladoc Health. Several months later, as her new employer’s stock was falling amid disappointing results, Harrell switched her LinkedIn status to “open to work.” By April, she’d been recruited to run strategic communications and channel marketing at pet insurer PetPartners.

“I saw the writing on the wall,” Harrell says. “The growth of that category looked a little uncertain, so I was—as anyone would be—concerned.”

Harrell is what McKinsey would call a traditionalist, one of five types of talent that has spurred The Great Resignation—and may be key to defeating it. In a new study released Wednesday, the consultancy analyzed data and surveyed more than 13,000 workers worldwide to determine what motivated people in different industries to quit over the past two years in order to figure out what might make them stay.

One thing that cuts across all types of workers is a persistent sense of optimism. Three-quarters of respondents felt it would not be difficult to get a job that’s comparable to, or better than, their current role. “People are confident enough that they don’t even need the other job in hand when they do move,” says Aaron De Smet, a senior partner and co-author of the report. “They’re like, ‘I’ll just quit and go find another job,’ and they’re not worried about it.”

Quitting Trend That Just Won’t Quit

With record-low U.S. unemployment and 11.3 million open jobs, it’s easy to understand the optimism. High demand has enabled more than half of those who quit to not only move into new jobs but also move into new industries. Only 6% made what could be considered a lateral move within their industry. The public and social sector had the greatest attrition rate in the survey, with 57% leaving the sector, while healthcare and pharma had the least.

What matters is that many of them aren’t returning to their former industries or even the job world anytime soon. Of those who quit without a new job in hand, only 47% have returned to the workforce, with 29% returning to traditional full-time employment. “Some companies are waiting for those people to come back,” De Smet says. “And they might be waiting a long time.”

The Five Personas of Quitters

That means employers have to recognize who is open to new jobs—and figure out what it will take to hire and retain them. In the study, McKinsey identified five personas:

  • Traditionalists — Like PetPartners’ Harrell, these are career-oriented workers who are willing to make some trade-offs for the right price. They’re less likely to quit without a job to go to and more likely to stay if they get enough money.
  • Do-it-yourselfers — They emerged as the largest cohort in the study, a group that tends to value flexibility, meaningful work and compensation. Typically 25 to 45, they can be self-employed or doing gig work or part-time jobs. They want flexibility and a friendly work environment.
  • The caregivers and others — These are the people at home but are wanting more. Typically 18 to 44, with more women than men, they decided to sit it out at home and are looking for roles with flexibility that allow them to still continue their caregiving and responsibilities outside their jobs.
  • The idealists — Typically a younger cohort of students and younger part-timers, 18 to 24, this persona wants flexibility, strong organization culture and clear career advancement trajectories. They ranked belonging to an inclusive and welcoming community more highly than the other personas.
  • The relaxers — These are a mix of retirees, those not looking for work and others who might return to traditional work if the job is right. They want meaningful work and balance. Many retired workers are increasingly returning to work following a surge in retirement during the onset of the pandemic.

To appeal to these cohorts and address the attrition-attraction issue, companies need to double down on their value propositions—both traditional, which includes pay, title, benefits and career paths, and nontraditional, which involves flexibility, company culture and personalization, McKinsey outlines.

“There are some super talented people out there sitting on the bench because the offer is still the traditional offer,” De Smet says.

Source: Five Types Of Talent Behind The Great Resignation

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Multitasking Is a Lie: Women Aren’t Doing More in Less Time, They’re Just Doing More

You’ve definitely seen the high-achieving multitasking heroine. She’s making dinner with one hand, typing with the other, on a call with the third, perhaps holding a baby with the fourth. She’s a multi-armed stock photo, or an octopus lady photoshopped on a magazine cover.

You know her. Maybe you are her. For many ambitious women, the ability to master multitasking was supposedly a path to success. The irony is that it actually made many women feel scattered, overworked, and underappreciated — all while getting passed over for promotions.

Despite growing awareness that the multitasking superwoman is an elaborate fabrication duping women into doing more for less, it’s not easy to escape the pull of shared cultural expectations, explains Dr. Laurie Weingart, Professor of Organizational Behavior at the Carnegie Mellon Tepper School of Business.

“By default, we turn to women when we need non-promotable tasks done,” Weingart said. “What happens is that on the flipside, we internalize this role, and women are often more likely to volunteer and say ‘yes’ to doing them when asked. It’s a self-perpetuating cycle, and then we say ‘yes’ because of the fear of violating the expectation.”

The Myth of Multitasking

The concept of multitasking has been around since the 1960s when IBM first used it to describe computer functionalities. Since then, it’s become part of our workplace lexicon, going from a nifty trick enabled by technology (sending emails and talking on the phone at the same time was once revolutionary) to productivity optimization strategy to a cringey buzzword. And it was women, questionable research suggested, who were simply better at doing lots of things at once.

Then came the plot twist: multitasking actually diminishes productivity. The brain can shift between tasks, but it can’t parallel process. Shocking! The American Psychological Association reported that shifting between tasks can cost as much as 40% in productivity, and other studies suggest that “media multitasking” (listening to music and simultaneously checking email) diminishes the ability to focus attention.

Despite research showing that double X chromosomes do not inherently make women better at performing multiple tasks simultaneously (women and men are equally bad at multitasking), the mighty multitasking woman trope persists.

If women have bought into the belief (consciously or not) that they must do it all at once, they’re often focused on others, not exclusively on their own ambitions. It creates a vicious cycle: women take on more, but fall behind in ways that count, then must keep taking on more to prove themselves, again.

Office housekeeping, organization busywork, or the mental load that’s part of domestic labor or child-rearing are one way women tend to multitask. Another is by getting saddled with non-promotable tasks, which Weingart defines as work that women do that helps their organizations but does nothing to advance their careers.

“These are usually shorter-term assignments that need to be done quickly. Can you help with that, cover for me here — these tasks are the interrupters, as opposed to the work you’re hired to do and is longer term and requires that depth,” said Weingart, who co-wrote The No Club: Putting a Stop to Women’s Dead-End Work. “

These tasks tend to be less tightly tied to the organization’s bottom line, and they tend to be behind the scenes and less visible. When you define it that way, it’s much more than office housework or taking notes or getting the birthday cake.”

“What we often assume is that women are asked to do non-promotable tasks because we’re better at them or we enjoy doing them,” said Weingart. “What our research shows is that it’s not what’s driving this.”

In her research, Weingart found that at one firm, women consultants were working 200 more hours than their male colleagues. For younger women consultants, the tradeoff was between high-value work and other tasks, so when they came up for partner, they had less billable hours despite doing more work. For senior women, the issue was different.

“What’s interesting is that the senior women weren’t making a trade-off; the time was coming out of their personal life. So they were working longer hours, and they were putting in a month of extra work above male colleagues.”

The implications run deep. When multitasking pulls focus, it also erodes the ability to enter the deep thinking state of flow, or the optimal state of mind at which we feel and perform our best. Add in distractions of modernity — from Slack to email to the daycare group chat blowing up about spirit day — and for many women, this state of productive flow is elusive.

“Especially for people who are working longer hours, you see a lot of stress, burnout and negativity in terms of health and wellbeing,” she added.

Monotasking Is the New Multitasking

Now, after years of leaning into multitasking, many women are realizing that doing simultaneous tasks isn’t part of the promotion track. It’s the path to burnout. This awareness is the start of helping “women step back and figure out how to improve,” says Weingart.

Before committing to a task, Weingart suggests determining whether it’s of high value to your organization. If you still feel compelled to do it, try to understand your motivation for saying yes. Sometimes it’s guilt or fear of letting others down.

Then think about your performance: What criteria are you evaluated on? What’s your skill set? What do you bring to the organization that sets you apart? And does this task relate?

Remember that you might be better at non-promotable tasks because you do them over and over, not because you were born that way. It’s a feature, not a bug, of a patriarchal system, and it’s always easier to ask the person who will say yes.

The answer is easier said than done. Just say no. After all, monotasking is the new multitasking.

By Alizah Salario

Source: Chief | Multitasking Is a Lie: Women Aren’t Doing More in Less Time, They’re Just Doing More

Doing more than one task at a time, especially more than one complex task, takes a toll on productivity. Although that shouldn’t surprise anyone who has talked on the phone while checking E-mail or talked on a cell phone while driving, the extent of the problem might come as a shock. Psychologists who study what happens to cognition (mental processes) when people try to perform more than one task at a time have found that the mind and brain were not designed for heavy-duty multitasking.

Psychologists tend to liken the job to choreography or air-traffic control, noting that in these operations, as in others, mental overload can result in catastrophe. Multitasking can take place when someone tries to perform two tasks simultaneously, switch . from one task to another, or perform two or more tasks in rapid succession. To determine the costs of this kind of mental “juggling,” psychologists conduct task-switching experiments.

By comparing how long it takes for people to get everything done, the psychologists can measure the cost in time for switching tasks. They also assess how different aspects of the tasks, such as complexity or familiarity, affect any extra time cost of switching. In the mid-1990s, Robert Rogers, PhD, and Stephen Monsell, D.Phil, found that even when people had to switch completely predictably between two tasks every two or four trials, they were still slower on task-switch than on task-repeat trials.

Moreover, increasing the time available between trials for preparation reduced but did not eliminate the cost of switching. There thus appear to be two parts to the switch cost — one attributable to the time taken to adjust the mental control settings (which can be done in advance it there is time), and another part due to competition due to carry-over of the control settings from the previous trial (apparently immune to preparation).

Surprisingly, it can be harder to switch to the more habitual of two tasks afforded by a stimulus. For example, Renata Meuter, PhD, and Alan Allport, PhD, reported in 1999 that if people had to name digits in their first or second language, depending on the color of the background, as one might expect they named digits in their second language slower than in their first when the language repeated. But they were slower in their first language when the language changed.

In experiments published in 2001, Joshua Rubinstein, PhD, Jeffrey Evans, PhD, and David Meyer, PhD, conducted four experiments in which young adults switched between different tasks, such as solving math problems or classifying geometric objects. For all tasks, the participants lost time when they had to switch from one task to another.

As tasks got more complex, participants lost more time. As a result, people took significantly longer to switch between more complex tasks. Time costs were also greater when the participants switched to tasks that were relatively unfamiliar. They got up to speed faster when they switched to tasks they knew better….

By: APA.org

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What Are Dark Empaths: The People With High Empathy But Dark Traits

Many psychologists have dedicated their careers to studying the so-called “dark triad”, a mix of maladaptive personality traits like narcissism, Machiavellianism, and psychopathy. The textbook description of a dark triad individual is manipulative, exploitative, often charming, and constantly seeking admiration, validation, and special favors from others.

Most defining of their personality is that they do so in a callous way with little consideration for others, lacking remorse. But then there are also dark empaths. According to a new study, these people display the dark triad traits to a degree except they actually have the capacity for empathy — and that may make them much more dangerous.

Psychologists Paul Ekman and Daniel Goleman, the foremost emotional intelligence ‘gurus’, have outlined three distinct types of empathy. Cognitive empathy is the ability to recognize someone’s perspective and thoughts without being actively emotionally involved. It’s an intellectual acknowledgment of the other person’s emotional state; you know what they think and why they might feel the way they do.

Emotional empathy, or affective empathy, refers to going through the same emotions someone else is feeling as though you were the one going through their experiences. If you feel sad and then my state changes and I feel sad too, that’s affective empathy at play. And then there’s compassionate empathy, which is a combination of the former two.

Some people lack any of these, a hallmark of clinical psychopathy. This explains why psychopaths often engage in violent behavior, sometimes physical violence. But there are also dark triad people with average or even above average empathy, which allows them to be even more capable manipulators. If you want to manipulate someone, it helps to understand them at an emotional level and then use that against them.

In their new study, psychologists Nadja Heym and Alexander Sumich from Nottingham Trent University asked almost 1,000 people to complete a series of questionnaires that measured dark triad traits and empathy. The researchers found patterns in the replies that separated the participants into four groups.

The traditional dark triad group with low empathy scores comprised about 13% of the sample, which was expected. People with lower to average levels of all traits (empathy but also narcissism, Machiavellianism, and psychopathy) comprised 34% of the participants — these were the “typicals”. About 33% of the sample had low dark triad traits and high empathy, the “empaths”.

But much to the researchers’ surprise, about 20% of the participants scored high on both dark triad traits and empathy. In fact, this latter group scored higher on both cognitive and affective empathy than the typicals.

The dark empaths were not as aggressive as the traditional dark triad group. That makes sense since they’re less likely to hurt other people if they feel guilty doing so. However, the dark empaths nevertheless were more aggressive than typicals and empaths, in the sense that they were more inclined to inflict emotional harm or manipulate people through social exclusion, malicious humor, and guilt-induction.

Dark empaths display a form of soft aggression, one that can still be dangerous in combination with their other traits.For instance, dark empaths were the most extroverted out of all groups. Their heightened empathy likely helps them to connect with others and be social. But the researchers add that they may be secretly motivated by a desire to dominate others.

“Though the aggression reported by the dark empaths was not as high as the traditional dark triad group, the danger of this personality profile is that their empathy, and likely resulting social skills, make their darkness harder to spot,” Heym and Sumich wrote in an article for The Conversation.

“We believe that dark empaths have the capacity to be callous and ruthless, but are able to limit such aggression.”

The findings appeared in the journal Personality and Individual Differences.

Tibi Puiu

By: Tibi Puiu

Source: What are dark empaths: the people with high empathy but dark traits

.

Critics:

One of the most common characteristic trait out of all dark empath traits is an open behaviour. They are usually extroverts who have an abundance of social skills and hence, never tend to shy away from expressing their thoughts, views or even their perspective of Someone

They are not the type of people who can easily be pushed over instead, the presence of dark traits can make it the other way around. It is also noticed that instead of normal empathy as we have come to know of it, these people experience what is called cognitive empathy.

In simple terms, they are able to understand someone’s emotional state very well but instead of connecting with them like normal empaths they generally tend to exploit it. Now given the fact this is a pretty basic characteristic Trait which means it doesn’t necessarily mean that a person who is an extrovert must be a dark empath too. A person must at least have 3 or 4 traits from this list to qualify as a dark empath.

Most people enjoy and want power, what’s different here? Sure. But at the same time hunger for power (went a little more dramatic than required) is something that majorly dominates the key characteristic Traits of traditional dark triads.

They have a need for power and usually have a huge liking towards being the leader all the time. What sets dark empath from the classic dark triads is the fact that even though dark empaths wants power, he/she enjoy a rather participatory leadership.

As Interesting as it may sound, not everything is negative about this personality type. On the very contrary these people are found to have remarkable talents in certain aspects of life. They don’t give up on their goal, and have the ability to make quick decisions hence they are proven to be great leaders, they understand people well and therefore don’t have difficulties in connecting with them.

This does not in any ways mean they are perfect because talent and perfection certainly are two different things.

.

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