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The Dangers of Deep Narcissists
#Bad-Self-Construction-The-Deep-Narcissist #The-Dangers #law-2 #the-law-of-narcissism #the-laws-of-human-nature #the-narcissistic-spectrum

Deep narcissists can be annoying and frustrating to deal with; they can also become quite harmful if we get too close to them. They entangle us in their never-ending dramas and make us feel guilty if we are not continually paying them attention. Relationships with them are most unsatisfying, and having one as a partner or spouse can be deadly. In the end, everything must revolve around them. The best solution in such cases is to get out of their way, once we identify them as a deep narcissist.

There is one variety of this type, however, that is more dangerous and toxic, because of the levels of power he or she can attain—namely the narcissistic leader. (This type has been around for a long time. In the Bible, Absalom was perhaps the first recorded example, but we find frequent references in ancient literature to others—Alcibiades, Cicero, and Emperor Nero, to name a few.) Almost all dictator types and tyrannical CEOs fall into this category. They generally have more ambition than the average deep narcissist and for a while can funnel this energy into work. Full of narcissistic self-confidence, they attract attention and followers. They say and do things that other people don’t dare say or do, which seems admirable and authentic. They might have a vision for some innovative product, and because they radiate such confidence, they can find others to help them realize their vision. They are experts at using people.

If they have success, a terrible momentum is set in place—more people are attracted to their leadership, which only inflates their grandiose tendencies. If anyone dares to challenge them, they are more prone than others to go into that deep narcissistic rage. They are hypersensitive. They also like to stir up constant drama as a means to justify their power—they are the only ones who can solve the problems they create. This also gives them more opportunities to be the center of attention. The workplace is never stable under their direction.

Sometimes they can become entrepreneurs, people who found a company because of their charisma and ability to attract followers. They can have creative flair as well. But for many of these leader types, eventually their own inner instability and chaos will come to be mirrored in the company or group they lead. They cannot forge a coherent structure or organization. Everything must flow through them. They have to control everything and everyone, their self-objects. They will proclaim this as a virtue—as being authentic and spontaneous—when really they lack the ability to focus and create something solid. They tend to burn and destroy whatever they create.

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quently. This becomes the nail in their coffin—unable to attract genuine recognition through their accomplishments, they are forever thrown back on the need to artificially stimulate attention. <span>Deep narcissists can be annoying and frustrating to deal with; they can also become quite harmful if we get too close to them. They entangle us in their never-ending dramas and make us feel guilty if we are not continually paying them attention. Relationships with them are most unsatisfying, and having one as a partner or spouse can be deadly. In the end, everything must revolve around them. The best solution in such cases is to get out of their way, once we identify them as a deep narcissist. There is one variety of this type, however, that is more dangerous and toxic, because of the levels of power he or she can attain—namely the narcissistic leader. (This type has been around for a long time. In the Bible, Absalom was perhaps the first recorded example, but we find frequent references in ancient literature to others—Alcibiades, Cicero, and Emperor Nero, to name a few.) Almost all dictator types and tyrannical CEOs fall into this category. They generally have more ambition than the average deep narcissist and for a while can funnel this energy into work. Full of narcissistic self-confidence, they attract attention and followers. They say and do things that other people don’t dare say or do, which seems admirable and authentic. They might have a vision for some innovative product, and because they radiate such confidence, they can find others to help them realize their vision. They are experts at using people. If they have success, a terrible momentum is set in place—more people are attracted to their leadership, which only inflates their grandiose tendencies. If anyone dares to challenge them, they are more prone than others to go into that deep narcissistic rage. They are hypersensitive. They also like to stir up constant drama as a means to justify their power—they are the only ones who can solve the problems they create. This also gives them more opportunities to be the center of attention. The workplace is never stable under their direction. Sometimes they can become entrepreneurs, people who found a company because of their charisma and ability to attract followers. They can have creative flair as well. But for many of these leader types, eventually their own inner instability and chaos will come to be mirrored in the company or group they lead. They cannot forge a coherent structure or organization. Everything must flow through them. They have to control everything and everyone, their self-objects. They will proclaim this as a virtue—as being authentic and spontaneous—when really they lack the ability to focus and create something solid. They tend to burn and destroy whatever they create. <span>

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2. The Law of Narcissism
This self-image operates as a thermostat, helping us to regulate our doubts and insecurities. We are no longer completely dependent on others for attention and recognition. We have self-esteem. <span>This idea might seem strange. We generally take this self-image completely for granted, like the air we breathe. It operates on a largely unconscious basis. We don’t feel or see the thermostat as it operates. The best way to literally visualize this dynamic is to look at those who lack a coherent sense of self—people we shall call deep narcissists. In constructing a self that we can hold on to and love, the key moment in its development occurs between the ages of two and five years old. As we slowly separate from our mother, we face a world in which we cannot get instant gratification. We also become aware that we are alone and yet dependent on our parents for survival. Our answer is to identify with the best qualities of our parents—their strength, their ability to soothe us—and incorporate these qualities into ourselves. If our parents encourage us in our first efforts at independence, if they validate our need to feel strong and recognize our unique qualities, then our self-image takes root, and we can slowly build upon it. Deep narcissists have a sharp break in this early development, and so they never quite construct a consistent and realistic feeling of a self. Their mothers (or fathers) might be deep narcissists themselves, too self-absorbed to acknowledge the child, to encourage its early efforts at independence. Or alternatively the parents could be enmeshers—overinvolved in the child’s life, suffocating it with attention, isolating it from others, and living through its advancement as a means to validate their own self-worth. They give the child no room to establish a self. In the backgrounds of almost all deep narcissists we find either abandonment or enmeshment. The result is that they have no self to retreat to, no foundation for self-esteem, and are completely dependent on the attention they can get from others to make them feel alive and worthy. In childhood, if such narcissists are extroverts, they can function reasonably well, and even thrive. They become masters at attracting notice and monopolizing attention. They can appear vivacious and exciting. In a child, such qualities can seem a sign of future social success. But underneath the surface, they are becoming dangerously addicted to the hits of attention they stimulate to make them feel whole and worthy. If they are introverts, they will retreat to a fantasy life, imagining a self that is quite superior to others. Since they will not get validation of this self-image from others because it is so unrealistic, they will also have moments of great doubt and even self-loathing. They are either a god or a worm. Lacking a coherent core, they could imagine themselves to be anyone, and so their fantasies will keep shifting as they try on new personalities. The nightmare for deep narcissists generally arrives in their twenties and thirties. They have failed to develop that inner thermostat, a cohesive sense of self to love and depend upon. The extroverts must constantly attract attention to feel alive and appreciated. They become more dramatic, more exhibitionistic and grandiose. This can become tiresome and even pathetic. They have to change friends and scenes so that they can have a fresh audience. Introverts fall deeper into a fantasy self. Being socially awkward yet radiating superiority, they tend to alienate people, increasing their dangerous isolation. In both cases, drugs or alcohol or any other form of addiction can become a necessary crutch to soothe them in the inevitable moments of doubt and depression. You can recognize deep narcissists by the following behavior patterns: If they are ever insulted or challenged, they have no defense, nothing internal to soothe them or validate their worth. They generally react with great rage, thirsting for vengeance, full of a sense of righteousness. This is the only way they know how to assuage their insecurities. In such battles, they will position themselves as the wounded victim, confusing others and even drawing sympathy. They are prickly and oversensitive. Almost everything is taken personally. They can become quite paranoid and have enemies in all directions to point to. You can see an impatient or distant look on their face whenever you talk about something that does not directly involve them in some way. They immediately turn the conversation back to themselves, with some story or anecdote to distract from the insecurity behind it. They can be prone to vicious bouts of envy if they see others getting the attention they feel they deserve. They frequently display extreme self-confidence. This always helps to gain attention, and it neatly covers up their gaping inner emptiness and their fragmented sense of self. But beware if this confidence is ever truly put to the test. When it comes to other people in their lives, deep narcissists have an unusual relationship that is hard for us to understand. They tend to see others as extensions of themselves, what is known as self-objects. People exist as instruments for attention and validation. Their desire is to control them like they control their own arm or leg. In a relationship, they will slowly make the partner cut off contact with friends—there must be no competition for attention. Some highly talented deep narcissists (see stories starting on this page for examples) manage to find some redemption through their work, channeling their energies and getting the attention they crave through their accomplishments, although they tend to remain quite erratic and volatile. For most deep narcissists, however, it can be difficult to concentrate on their work. Lacking the self-esteem thermostat, they are prone to continually worrying about what others think of them. This makes it hard to actually focus attention outward for long periods of time, and to deal with the impatience and anxiety that comes with work. Such types tend to change jobs and careers quite frequently. This becomes the nail in their coffin—unable to attract genuine recognition through their accomplishments, they are forever thrown back on the need to artificially stimulate attention. Deep narcissists can be annoying and frustrating to deal with; they can also become quite harmful if we get too close to them. They entangle us in their never-ending dramas and make us feel guilty if we are not continually paying them attention. Relationships with them are most unsatisfying, and having one as a partner or spouse can be deadly. In the end, everything must revolve around them. The best solution in such cases is to get out of their way, once we identify them as a deep narcissist. There is one variety of this type, however, that is more dangerous and toxic, because of the levels of power he or she can attain—namely the narcissistic leader. (This type has been around for a long time. In the Bible, Absalom was perhaps the first recorded example, but we find frequent references in ancient literature to others—Alcibiades, Cicero, and Emperor Nero, to name a few.) Almost all dictator types and tyrannical CEOs fall into this category. They generally have more ambition than the average deep narcissist and for a while can funnel this energy into work. Full of narcissistic self-confidence, they attract attention and followers. They say and do things that other people don’t dare say or do, which seems admirable and authentic. They might have a vision for some innovative product, and because they radiate such confidence, they can find others to help them realize their vision. They are experts at using people. If they have success, a terrible momentum is set in place—more people are attracted to their leadership, which only inflates their grandiose tendencies. If anyone dares to challenge them, they are more prone than others to go into that deep narcissistic rage. They are hypersensitive. They also like to stir up constant drama as a means to justify their power—they are the only ones who can solve the problems they create. This also gives them more opportunities to be the center of attention. The workplace is never stable under their direction. Sometimes they can become entrepreneurs, people who found a company because of their charisma and ability to attract followers. They can have creative flair as well. But for many of these leader types, eventually their own inner instability and chaos will come to be mirrored in the company or group they lead. They cannot forge a coherent structure or organization. Everything must flow through them. They have to control everything and everyone, their self-objects. They will proclaim this as a virtue—as being authentic and spontaneous—when really they lack the ability to focus and create something solid. They tend to burn and destroy whatever they create. Let us imagine narcissism as a way of gauging the level of our self-absorption, as if it existed on a measurable scale from high to low. At a certain depth, let us say below the halfway


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