Work life

How the language of job postings can attract rule-bending narcissists

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When companies advertise job openings, they often use buzzwords like “ambitious” and “self-reliant” to describe their ideal candidate. These traits sound appealing—what hiring manager wouldn’t want a driven employee? But there’s a catch. In my latest study, published in the journal Management Science with co-authors Scott Jackson and Nick Seybert, I found that these terms may attract job applicants with more narcissistic tendencies. As behavioral researchers in accounting, we are interested in executives who bend the rules. We decided to study job postings after noticing that the language used to describe an “ideal candidate” often included traits linked to narcissism. For example, narcissists tend to see themselves as highly creative and persuasive. Prior research also shows that narcissistic employees are more innovative and willing to take risks to get the success and admiration they crave, even if it means bending the rules. Based on these observations, we compiled two sets of terms commonly used in job postings. We call the two sets “rule-follower” and “rule-bender” language. Some examples of rule-bender language include “develops creative and innovative solutions to problems,” “communicates in a tactical and persuasive manner,” and “thinks outside the box.” In contrast, the rule-follower language includes terms like “relies on time-tested solutions to problems,” “communicates in a straightforward and accurate manner,” and “thinks methodically.” Through a series of experiments, we found that rule-bender language attracts individuals with higher levels of narcissism for accounting-specific jobs, as well as other industries. To measure narcissism, we used a personality assessment that asks people to choose whether they identify more with more narcissistic statements like, “I always know what I am doing,” or less narcissistic statements like “Sometimes I am not sure of what I am doing.” Why it matters Companies write job postings carefully in hopes of attracting the ideal candidate. However, they may unknowingly attract and select narcissistic candidates whose goals and ethics might not align with a company’s values or long-term success. Research shows that narcissistic employees are more likely to behave unethically, potentially leading to legal consequences. While narcissistic traits can lead to negative outcomes, we aren’t saying that companies should avoid attracting narcissistic applicants altogether. Consider a company hiring a salesperson. A firm can benefit from a salesperson who is persuasive, who “thinks outside the box,” and who is “results-oriented.” In contrast, a company hiring an accountant or compliance officer would likely benefit from someone who “thinks methodically” and “communicates in a straightforward and accurate manner.” Bending the rules is of particular concern in accounting. A significant amount of research examines how accounting managers sometimes bend rules or massage the numbers to achieve earnings targets. This “earnings management” can misrepresent the company’s true financial position. In fact, my co-author Nick Seybert is currently working on a paper whose data suggests rule-bender language in accounting job postings predicts rule-bending in financial reporting. Our current findings shed light on the importance of carefully crafting job posting language. Recruiting professionals may instinctively use rule-bender language to try to attract someone who seems like a good fit. If companies are concerned about hiring narcissists, they may want to clearly communicate their ethical values and needs while crafting a job posting, or avoid rule-bender language entirely. What still isn’t known While we find that professional recruiters are using language that attracts narcissists, it is unclear whether this is intentional. Additionally, we are unsure what really drives rule-bending in a company. Rule-bending could happen due to attracting and hiring more narcissistic candidates, or it could be because of a company’s culture—or a combination of both

How to know when to coach or cut a struggling employee

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Every leader faces this dilemma multiple times in their career, and making a fair, timely decision isn’t always easy. That’s why I created the CORVETT framework—a simple, structured set of questions designed to cut through the noise and help leaders make these tough calls with clarity and intention. Instead of reacting emotionally or making hasty decisions, this approach ensures consistency and fairness. I also teach this framework in my course at Stanford Graduate School of Business, where students tackle some of the biggest challenges in scaling companies. Breaking down the CORVETT framework The CORVETT framework is a guide to help leaders evaluate whether an employee can be successfully coached or whether it’s time to let them go. Here’s how it works: Ask yourself the following set of questions. If you can say “yes” to most of these, it’s a signal to invest in coaching someone. If not, it is likely the right time to part ways. C – Contrition: Does the person recognize that what they’ve done (or not done) is a problem and are they willing to change? People who don’t acknowledge an issue are unlikely to commit to improvement. Without this foundation, coaching simply won’t work. O – Ownership: Will they take responsibility for owning their performance? Even if they need support, which is often the case, it’s important that the person feels a sense of ownership for their development path. R – Repetition: Have they been able to address this issue before? Or are they stuck in a cycle of repeating the same mistakes or bad behavior? Persistent patterns often indicate deeper challenges in learning or adaptability. V – Values: Do their core values align with those of the team and company? While skills can be coached, values are deeply ingrained. A misalignment here is often a sign that the partnership isn’t sustainable. E – Expectations: Did I, as a leader, set clear and measurable expectations? Have I given them the tools and support they need to succeed? Sometimes the failure isn’t on the employee—it’s on us as leaders. Setting crystal-clear expectations is critical, and if you haven’t done this yet, it’s time to reset. T – Talents: Does this role align with their natural strengths and talents? Sometimes, it’s not about performance; it’s about fit. Reassigning someone to a role that better matches their abilities can often transform a struggling employee into a star performer. T – Timing: Can this wait, or is immediate action required? Some situations demand urgent results, leaving little room for extended coaching timelines. Other times, patience can yield tremendous long-term benefits. Again, if you can confidently say “yes” to most of these questions, it’s likely worth investing in coaching. If not, it is probably time to let the employee go. If “cut,” avoid procrastination One of the most common mistakes leaders make is delaying tough decisions. Many hold out hope that things will improve on their own, or avoid confrontation because it feels uncomfortable. However, procrastination benefits no one. It delays the individual’s growth or transition and often causes ripple effects that impact the entire team. Timely, intentional decisions are in everyone’s best interest. Employees deserve clarity about their future, and teams need colleagues who can meet a high bar and leaders who address challenges head-on. If “coach,” think broadly about solutions If your decision is to coach an employee to deliver stronger performance, first make sure you start with the “E” in CORVETT, and set crystal-clear expectations for what success will look like in the process. The worst thing a leader can do is keep someone onboard and not give them clear direction about how to improve. Take the time to express exactly how you will measure whether they pass the bar for performance.

How student loans impact workers’ long-term career choices

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Student loan debt has an influence over borrowers’ career choices long after graduation, affecting their job satisfaction, career advancement, and investment strategies.  According to a recent study conducted by MissionSquare Research Institute, the debt that’s carried by one in four Americans under 40 affects job-acceptance decisions for 56% of public-sector employees and 62% of those working in the private sector. “When they choose to accept . . . jobs, [the]majority of them have considered how that position or that job can help them with their student loan debt,” says the report’s author and MissionSquare’s head of research, Zhikun Liu. “It not only impacts people’s day-to-day financials, but also their morale at work, job acceptance, as well as their retention.” While most professionals take salary into consideration, Liu says borrowers are more likely to view compensation as a top priority, even at the expense of other factors like job satisfaction or advancement opportunities. That was especially true among male, Black, and Hispanic borrowers, according to the survey, who were about 10% more likely to view the debt as a significant factor in their career choices.   Student loan debt has a negative impact on short-term labor market outcomes Student loans burden many young workers with debt at a time when their lifetime earnings are at their lowest—early in their careers—and they have the least capacity to pay them off. Student debt is likely to elevate interest rates on other debts, which consequently raises the cost of consumption for borrowers. This financial constraint can drive young workers to modify their labor market preferences, making decisions that may acutely impact their careers in the long term. Studies consistently show that student debt can sway decisions about pursuing further education. Several analyses have shown that students burdened with high levels of debt often postpone or opt out of enrolling in graduate or professional school: 20 percent of graduates with more than $20,000 in student loans report that their debt discouraged them from pursuing an advanced degree. This effect can also extend to early career decisions. Graduates with debt are more likely to take substantially higher-paying positions and are less likely to choose lower-paying public interest roles. This influence on job choice skews a valuable portion of the labor force away from roles that are critical to our society. Student loan discharge positively affects borrowers’ labor market outcomes. After discharge, borrowers experience heightened geographical mobility, job changes, and a subsequent income rise of approximately $3,000 over three years. This underscores how student loan debt constrains borrowers’ capacity to improve their labor market outcomes, highlighting the potential of debt relief to catalyze economic mobility. Student loan debt is a significant barrier to economic mobility Student loan debt is associated with lower levels of wealth building and limited upward mobility. Young households without student debt exhibit substantially higher net worth than those with debt. This imbalance is even greater for some demographic groups: Black and Latinx households with outstanding debt experience significant disparities in net worth compared to white households at similar income levels. A substantial number of workers with relatively low student loan balances grapple with repayment challenges due to low-income work. As of 2019, 2.5 million young households bear a student debt-to-income ratio surpassing 0.5, with an average ratio of 1.03 for those in the bottom 50 percent of earners. Debt holders with annual income less than $33,769 had average student loan debt of $32,518 in 2022. Given these realities, it is not surprising that student loan holders are more prone to financial distress. Households with student loan debt have a higher likelihood of facing financial hardship, including late payments, credit denial, and foreclosure, especially if they did not complete a degree. Income growth for these families is minimal, while degree completers experience an increase of nearly $11,000 over two years. Student loans, while crucial for social mobility among the younger generation, carry a lasting economic burden that distinguishes them from other debt types. This impact is attributed to its ineligibility for bankruptcy discharge, making it particularly enduring and impactful on credit and financial health. Loan forgiveness is found to alleviate some of this financial burden: student loan discharge leads to an 11 percent reduction in indebtedness and a 24 percent decrease in delinquent accounts for borrowers, with credit card and mortgage balances significantly reduced. Intergenerational wealth gaps for Black and Latinx workers result in racially disparate debt burdens from student loans In recent decades, there has been a growing influx of first-generation and low-income college students—often Black and Latinx students—who lack the resources and generational wealth needed to support their education expenses or repay their debts. The challenge of financing education may contribute to higher college dropout rates for students of color, resulting in elevated levels of financial distress for borrowers. Moreover, Black graduates experience a lower pay premium than their white counterparts upon completing their degrees. The risks associated with student loan debt are greatest for those who do not complete their degree, which leaves borrowers strapped with student debt without the pay increase associated with a higher education credential. These borrowers are more likely to default on their loans and over time face demands for more education to secure the same jobs. As of 2019, Black individuals over the age of 25 are more likely to fall into this category of some college with no degree (39.4 percent) than their white and Latinx counterparts (37.9 percent and 36.2 percent, respectively), which further exacerbates the racial student debt gap for Black borrowers. Among all working age adults, however, this subset of degree seekers saw racially disparate wages. Black workers with some college experience but no degree had a median hourly wage of $17.80 (in 2022 dollars), compared to Latinx workers at $18.58 and white workers at $21.06 with the same educational attainment. Even with a college degree, Black workers tend to make less than equally educated white workers, with median hourly wages of $26.80 and $32.51, respectively. (Clemens, Vaghul, Schmitt, & McGrew 2019)

Amino Health Partners with Bend Health to Boost Youth Mental Health

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This partnership integrates Bend Health’s virtual pediatric mental health care services into Amino Health’s healthcare guidance platform, making it easier for families to find timely, high-quality behavioral health support Amino Health, the leading digital healthcare guidance platform, today announced a partnership with Bend Health, a national provider of pediatric mental health care for children, teens, and young adults. This collaboration will enable qualifying Amino Health members to seamlessly connect with Bend Health’s youth mental health platform through the Amino Health platform, expanding access to in-network mental health support. “As a parent, I have experienced the struggle of finding a pediatric neuropsychologist. And even when you find a quality provider who accepts your insurance, wait times can be 6 months” “Parents and caregivers shouldn’t have to struggle to find high-quality mental health care for their kids,” said Monika Roots, MD, Co-Founder, Chief Medical Officer, and President of Bend Health. “Too often, families are faced with long waitlists or fragmented care that doesn’t meet their needs. By partnering with Amino Health, we’re making it easier for families to quickly connect with Bend Health’s comprehensive, in-network youth mental health services, so kids get the right support when they need it.” Through this partnership, qualifying Amino Health members can now: Mental health challenges among young people are at an all-time high, with 1 in 5 children experiencing a mental health disorder*, yet half of them do not receive treatment**. By partnering with Bend Health, Amino Health is addressing a critical gap in access to high-quality, in-network mental health care for youth and their families. *MMWR, **NCS “As a parent, I have experienced the struggle of finding a pediatric neuropsychologist. And even when you find a quality provider who accepts your insurance, wait times can be 6 months,” said John Asalone, CEO of Amino Health. “Partnering with Bend Health allows us to guide families to trusted, high-quality mental health care, ensuring children and teens receive the support they need – when they need it.” Source – businesswire

Hyde Park Capital Advises VitalTech on Its Sale to CoachCare

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Hyde Park Capital announced that its client, VitalTech, a leading provider of comprehensive enterprise solutions across the care continuum that integrates virtual care coordination into existing workflows, has been acquired by CoachCare, a leading provider of remote patient monitoring and care management platforms. Hyde Park Capital served as the exclusive investment banker to VitalTech for this transaction. This acquisition represents CoachCare’s eighth acquisition since 2023. Founded in 2019, VitalTech’s unique software and AI expertise compliments CoachCare’s existing suite of RPM, Chronic Care Management and other services. “This strategic acquisition marks an exciting new chapter for VitalTech’s team and our expanding network of large health system clients. Over the past few years, we have built an innovative, AI-first platform designed to revolutionize virtual care. Joining forces with CoachCare allows us to further scale our solutions, expand payment models, and deliver even greater value to our existing and future clients. Together, we will enhance patient outcomes, empower healthcare providers, and shape the future of virtual care. We have long admired CoachCare’s vision and unwavering commitment to consolidating the virtual care market, and we are thrilled to become part of this rapidly growing company,” said Jeh Kazimi, CEO of VitalTech. “Healthcare providers and payors increasingly look for exceptional solutions to America’s chronic condition epidemic. CoachCare continues to add capabilities and expertise to benefit more patients being treated for a number of varied conditions and further our mission to keep patients out of the hospital. VitalTech has demonstrated next-gen technical capabilities, and we are excited about what we can do together,” said Andrew Zengilowski, CEO and Co-Founder of CoachCare. Andrew also added, “we are thrilled to welcome Jeh Kazimi to the executive leadership team, as well as the talented VitalTech staff that has built a compelling product.” Chris Fieschko, Managing Director at Hyde Park Capital, commented, “it has been a privilege to advise VitalTech throughout this process. In the rapidly evolving remote patient monitoring industry, VitalTech’s innovative solutions and expertise align seamlessly with CoachCare’s vision, creating an exciting opportunity for growth and expanded impact in this next chapter.” Source – prnewswire

Community Hospital Corp Joins Leaders Urging Supreme Court to Uphold Broadband Fund

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he Ad Hoc Healthcare Group– a coalition of nonprofit healthcare organizations, hospital associations, and consulting firms working to expand broadband access for healthcare providers–has filed an Amicus Brief with the U.S. Supreme Court in support of the preservation of the Federal Communications Commission’s (FCC) Universal Service Fund (USF). The Amicus filing fills an important gap in the legal debate over whether Congress has provided the FCC with “intelligible principles” under which to operate the USF—the principal legal issue before the Supreme Court. The case outcome will shape future essential funding for universal broadband access for healthcare institutions, schools, and libraries across the country. The Ad Hoc Healthcare Group’s brief argues: The USF’s Rural Health Care program provides subsidies to ensure that hospitals, clinics, and telehealth providers can afford medical-grade broadband services. From 2021 to 2023, this program funded over $1.6 billion in broadband support across all 50 states. Without the USF, many healthcare providers would face crippling connectivity costs, leading to reduced telehealth access, fewer specialist consultations, and challenges in managing patient care remotely. “Many hospitals struggle with rising costs for staffing, supplies, and cybersecurity. USF subsidies keep broadband costs manageable, ensuring healthcare providers deliver essential, life-saving care,” said Rob Jenkins, Colorado Hospital Association Broadband Services and initiator of the amicus brief. Without the USF, hospitals, clinics, and telehealth networks—particularly those serving rural and low-income communities—will struggle to maintain vital broadband access. “The USF is a lifeline for healthcare,” said Jim Rogers, President of HealthConnect Networks. With North Carolina having one of the largest rural populations nationwide, Dr. John Graham, President of the NC Telehealth Network Association, emphasized local impact: “USF-supported broadband enables rural providers to deliver high-quality care, conduct remote consultations, and reduce ER visits. Without this funding, rural communities will suffer.” Ad Hoc Healthcare Group members: New England Telehealth Consortium, ADS Advanced Data Services Inc., Community Hospital Corporation, HealthConnect Networks, North Carolina Telehealth Network Association, Colorado Hospital Association, and Southern Ohio Healthcare Network. The coalition works to expand broadband access for healthcare providers participating in the USF’s Rural Health Care program. Community Hospital Corporation offers practical solutions that help community hospitals enhance efficiencies, improve quality and strengthen financial stability. CHC owns, manages and consults with hospitals through CHC Hospitals, CHC Consulting and CHC ContinueCARE, with the purpose to collaborate with partners and bring innovative solutions to support the vibrancy and accessibility of community healthcare. Source – PR Newswire