If innovation is the lifeblood of any ambitious company, then the next wave of it demands leaders who are outliers, or at least willing to hire and wrangle those historically seen as difficult yet creative thinkers. So how can front-line managers, departmental VPs, and C-suite execs strike that fine balance between the fiery brilliance of Rare Breeds and their potential without culture carnage?  Here‘s how.

Rare Breeds: Those Difficult But Creative People

These firecrackers commonly push against convention and carry provocative opinions. They’re not necessarily difficult people, but they do colour outside the lines. It’s essential to let them know where those lines are regarding conduct, courtesy, respect, and so on.

Hire with Clear, Strict Boundaries–and Equally Clear Rewards

Courting “risky” people may seem counterintuitive, but so is stagnation. Rare Breeds infuse organizations with bold thinking, and their ideas rocket those organizations into the stratosphere. Stop worrying about hiring people who will fit into your culture, and start looking for people who will break it…just a little.

The Bottom Line

If there’s a signal trait common to all unconventional thinkers, it’s intelligence. Most have extraordinarily high IQs, and when you combine that with their native intensity, focus, or nerve, they can intimidate the more conventional personalities in an organization. Look for ways to engage teams in supervised collaboration, so the more conventional minds and the Rare Breeds can work together on equal terms. Everyone is heard, and nobody feels like they’re contributing just because they’re less flashy or outspoken.

Get People Collaborating on Equal Terms

To be fair, hypnotic charisma can be a primary trait of this crew, making customers swoon. But in our experience, more of them are so focused on their visions, so obsessive about perfection, or so impatient with what they see as silly questions that they can come off as short-fused. Unless you’re blessed with hypnotic charmers who inspire your customers, it’s probably best to keep them clear of the customer-facing part of the business. The one exception: If your customers are largely Rare Breeds, too, anything goes.

Keep Them Clear of Customers

Creative thinkers hate bringing their ideas to their superiors only to have them shot down out of ignorance. Instead, dedicate design, engineering, and other resources that allow Rare Breeds to begin developing their ideas on their own, without approval from higher-ups. That way, if the idea flops, nobody’s embarrassed. If it soars, they can bring it to you already tested.

Create Zero-Consequence, Early-Stage Development Channels

Iconoclasts bridle at the idea of having to conform to something like an across-the-board dress code. If you have a conventional set of rules and regulations for your organization, tear it up and rewrite it to be looser about things that don’t really matter that much, like attire. A great example of this is the Tesla anti-handbook handbook. Keep the stuff that protects you legally but be creative on the rest.

Revise Your Employee Handbook

In business, everyone wants to build or ride a rocket. We talk in terms of “moonshots.” Rockets are a symbol of epic human progress. They’re designed to break free of gravity and launch us to new heights and to new worlds. A rocket engine is just a containment chamber for a barely controlled explosion. The booster is filled with volatile chemicals that, when combined in the proper proportions, blow up. Brilliant engineers plan, build, and test rocket engines so they can harness the incredible power of this explosion and convert it into planet-defying propulsion, instead of destruction.

The Moonshot

Sunny Bonnell and Ashleigh Hansberger argue that tame, harmonious teams where everybody gets along swimmingly lack the creative tension and hubris to change an organization’s trajectory with their over-the-edge thinking.
