…But it may help to be “hypomanic.â€
by Rick Telberg
You probably know a hypomanic person or two. You know the type: They’re flaming with energy, gushing with ideas, flashing with creativity, charging ahead while others are still getting their ducks in a row.
They get a lot done. But they also get into trouble. Is it worth it—a thousand ideas, half of which are bombs, many of which evaporate in the heat of others, but one of which is worth the hypomanic person’s weight in gilded platinum with sugar on top?
To the good manager, yes, a person with hypomania is a valuable member of the team. But to manage the hypomanic person, you need to understand what you’re dealing with and how his or her energy can be harnessed for the general good.
Let’s look at the words “hypo†and “manic.â€
People in a manic state, as defined by psychiatry, may well need hospitalization. They are out of control, possibly a danger to themselves and others. They swing from wildly driven to paralytically depressed. It’s a serious illness.
Hypo means “less†or “under.†The hypomanic person may have mood swings, but he or she stays within reason. On the upside, the individual is optimistic, sure of success, obsessed with accomplishment, and tapping into extraordinary mental powers that pull together intricate plans that other people often just don’t get.
According to Dr. John Gartner, a clinical psychologist, America is rich in people with hypomania. They come here as immigrants who are full of ideas and initiative. They have children and pass on their genes. Consequently, this country leads the world in hypomanic people. Which, Gartner says, explains why we lead the world in entrepreneurs.
A hypomanic staff member will bless your firm with ideas, enthusiasm and energy. One hypomanic person may equal two or three more staid staffers.
A hypomanic client may well be one of those entrepreneurs who thinks big and gets big. And because details are of less importance to him or her than the Big Idea, that client probably needs a good accountant.
But be careful. Hypomanic people need a fair amount of supervision. Often, their energy needs restraint. Their ideas need tempering. Their fast talk needs slow thought. Their euphoria needs a reality check.
Look for the signs and symptoms:
– Their energy seems boundless.
– They’d rather work than sleep.
– They’re very ambitious.
– They can’t understand why others don’t get the Big Idea.
– They talk fast, move fast, work fast, decide fast.
– They’re confident, euphoric, gregarious, witty.
– They don’t see risks as risky.
– They crash, get depressed, lose self-esteem, become lethargic…but not for long.
So what do you do with a hypomanic staffer?
Be careful. Be smart. You probably don’t want this person on an unlimited expense account, investing big money, ruling the roost or alone with your spouse in an elevator.
But you do want to give them enough freedom to generate ideas, pull together plans and devote tons of time to reaching their objectives. Let them infect your office with enthusiasm. Let them think what’s never been thought and do what can’t be done.
Guiding them is as tricky as driving a Formula 1 Ferrari. They don’t like obstacles. They can’t wait for arthritic minds like yours and mine to mull things over, ruminate the ramifications, dote on all the details, assess the risks and weigh the alternatives.
But they might respond to discrete advice. If they go charging off in the wrong direction, don’t just say “no.†Say something like, “Good idea, but how can we get the client on board and keep the bank happy?†They’ll probably find a way…and it might be something that you never thought of.
And, as I said, be careful. The entrepreneur crackling with energy may well go 100 mph over the edge of a cliff. Don’t get dragged along. For example, your staff member who’s supposed to be doing marketing may have a great idea for branching into fast food, but it’s up to you to recognize that, brilliant though the idea is, it just isn’t right for an audit firm.
But consider yourself lucky to be dealing with a person with hypomania. They are jewels—rare, valuable and cutting-edge. But you’d better have a grip on a cast-iron anchor so they don’t sweep you away with their enthusiasm.
Copyright 2008 Bay Street Group LLC/CPA Trendlines. All Rights Reserved. Used by Permission.First published by the AICPA.
8 Responses to “You Don’t Have to Be Crazy to Work Here…”
Diana
Defining Behaviour rather than using Labels.
As a person who fits this definition in one facet of my life, I really valued this article and was about to let my boss see it – Until – I read Pat’s comments.
The description of hypomania illicited bi-polar. One should be cautious of labelling rather than describing behaviour. In Canada, the law does not require the diagnosis or prognosis, but how to work with the behaviours.
This article put an excellent spin on this behaviour style showing it in its greatest illumination. As a person who does every part of this at work–I would want others to know that there are many other behaviours in hypomaniacs that are straight, linear and logical. My example might be in balancing life and approaching it so that all of the basic needs are met on Maslow’s pryamid.
It’s tough to have crazy ideas without being highly resilient since one many suffer from more rejection than a regular person since they throw out more ideas. An idea by its very nature is risky.
I think the article gave a great list of “Recommendations for Accommodations” for the workplace. I have a boss who is a computer architect with a background in Finance and I am so greatful that he ‘gets’ me.
Diana Hohne
Pat Jurgens
“… But it may help to be “hypomanic.†Yes, that is true.
Part of the stigma of bipolar disorder and other forms of mental illness is that we don’t really talk about it. That it may exist in the workplace is a reality and we all need the skills to respond to those around us – in the office and elsewhere – who may exhibit hypomanic ideas and actions. It is part of the range of human behavior.
I applaud you for speaking up about the value and richness of the contributions that people with bipolar disorder give us. If we can encourage them to focus and channel those energies, we will all benefit. The trick is providing the reality check without discouraging their creativity. But they do respond to positive advice and suggestions. The more we talk about it, the better we are in leveraging the positives of hypomania.
Rappin’ for QuickBooks : CPA Trendlines
[…] hypomanic Johanna Fox Turner is doing a lot of things. If we had an award for “high energy CPA” […]
Johanna Fox Turner, CPA, CFP®, Pres.
I enjoyed your article – especially since you described me to a “Tâ€! (Well, maybe except for not being alone in an elevator with someone’s spouse – but who has time for that, anyway?)
The interesting part is that I am the owner of the firm and have been able to leverage my energy into a dynamic, non-traditional accounting firm, with the help of a very understanding and forgiving team who is always ready to get on board when they can see the method to my madness. The key is to hire people who are opposites of me (at least in a small-firm environment). It would be combustible to have two of me!
Because of the great dynamics in our firm, we have been able to produce a very popular QuickBooks “rap†commercial for television, add marketing to our menu of available services for clients, go (almost) completely paperless, and change to a total Fixed-Price Agreement environment as of January 1, 2008. We have monthly team events, weekly firm meetings, and an annual retreat – all with a total employment of only six people. Plus, turnover is zero!
Just thought you might like to hear from someone who is living La Vida Loca!
Teresa Anderson
is this supposed to be hyper manic rather than hypo manic?
A CPA in Florida
What do I do if I have a hypomanic boss?
Steven R. Boussom, CPA
Another great article and it reminded me of a managing partner who took me in 1997 and let me run. He was hard on me and challenged me but I it was done in a professional manner.
I have God, that managing partner and JOA to thank for inspiring me to start my own firm in 2002.
I also thank you for helping busy season pass along a little easier.
Your friend and happy reader of cool articles,
Steve
Goshen, IN
Dory
I thoroughly enjoyed the entire column, but this part was absolutely BRILLIANT:
“Guiding them is as tricky as driving a Formula 1 Ferrari. They don’t like obstacles. They can’t wait for arthritic minds like yours and mine to mull things over, ruminate the ramifications, dote on all the details, assess the risks and weigh the alternatives.”
Thanks for validating us and giving us a laugh all at one time!
Dory