THE HYPOMANIC PERSONALITY 59capabilities and can bring him to earth when he is fl ying too high. At
work, he needs checks and balances in the form of other executives, as
I have noted — people who can calm him down when his hypomanic
behavior takes over, who can exert a sobering infl uence without destroy-
ing his creative potential (see Box 2.2 ).
Box 2.2 Coping Strategies
Executives working with hypomanics may feel their options for
intervening are very limited since the hypomanic is unable to ‘ hear ’
most feedback. Indeed, sometimes the only real alternative for an
executive is letting the hypomanic go, and the only real alternative
for employees is reporting disturbing behavior over the hypomanic ’ s
head and/or transferring him or her out. However, it is worth trying
the following fi rst.- Colleagues can build coalitions with other people in the organi-
zation to keep the hypomanic out of harm ’ s way. This strategy
does not address the underlying disorder, but it helps to minimize
damage to the individual in question and to the organization. - Colleagues can create a supportive environment. (This interven-
t ion is more d if fi cult when the hypomanic is a senior - level execu-
tive.) In the case of Mary, her boss and colleagues recognized the
symptoms of her hypomanic behavior — her long hours at the
offi ce, her bizarre shopping behavior, and her drinking spells, for
example — and were put on guard. They tried to help her by
creating a supportive environment, praising her achievements
and showing that they really cared for her. Then, having earned
Mary ’ s trust, they pointed out the inappropriateness of some of
her behavior. Such interventions were a great help to her. - Colleagues can collaborate effectively with hypomanics, helping
them to achieve organizational success. Partnering hypomanics
with even - keeled colleagues — colleagues who have the power to
dissuade them from plunging into ill - conceived ventures — often
results in highly effective teams. The spouse can also be brought
into the collaboration, if colleagues are acquainted with him or
her and feel comfortable sharing their concerns. If the hypomanic
is the CEO of an organization, the role of non - executive board
members in this collaboration is critical. - Colleagues can consult with experts in the human resources
department. They can take on a mediating role, helping to clarify