Mavericks: Innovators For The VUCA World
A maverick is described in dictionary as an unorthodox, an independent-minded person, individualistic, non-conformist, free spirit, eccentric and original. Against expressed orders from superior, who move around rules and regulations, he goes ahead and does the impossible. Such employees may not be welcomed by many team leaders. That’s the conventional wisdom. Its time to turn it upside down.
Who are these mavericks?
Mavericks don’t respect authority, also do not accept no as an answer. They are like a rebel within the placid existence of an organisation, always ready to topple the status quo. No doubt, most bosses shun them and hope they go away, if not to another organisation, at least to another department. Organisations often ignore or fire such mavericks, may be a result of frictions or a cause of insecurity amongst the bosses. Do we know that that these mavericks are true innovators? Let’s not forget that innovation is the key to growth and sustainability for any organisation. These innovator can emerge in many personality types. They may be a critic, a dissident, challenger and even a experimenter. What remains important is that they are constantly inquisitive?
Conformity and originality
In the uncertain, fast changing VUCA times, these may be the most valuable employees who can be relied upon to think out of the box and provide innovative solutions. Adam Grant writes in his book ‘The Originals’ on conformity and originality. While conformity follows a conventional path the originality takes on the less travelled one. How many challenge the status quo? A succession of conformist leaders who suppressed innovation to maintain market share and profitability led to the bankruptcy of Kodak.
Research reveals that 17% of an organisation consists of originals, but only about 5% may be truly mavericks. They see the world differently from any one else. The organisation leadership must identify these mavericks, protect them from conformist managers and channel their extraordinary energy and critical thinking powers to develop solutions to vexing problems. It is not that the mavericks cannot work with other people or cannot be managed by leaders. Such people can work well with or under mentors who themselves are knowledge-seekers and practice empowerment.
They start with curiosity, from investigation to discovery. Discovery to experimentation and finally to action. Clayton Christensen in his book “The Innovator’s DNA” states that DNA of innovative organisations was perhaps the DNA of innovative individuals. These innovative organisations over a period, systematically developed processes that encouraged questioning, observing, networking and experimenting by employees.
In a VUCA world, it is more difficult to make a decision, than during at times of stability. In times of stability one could draw from previous experiences (the patterns). In times of change, often those previous experiences don’t apply as much, as the situation and landscape have changed. It requires out of box thinking.
Out of box thinking
Pixar Studios, founded by Steve Jobs, that produced Toy story and several other box hits won around 26 Oscars. The Studio prides on its “out of the box” thinking culture. The culture revolves around people. Don’t you think it is the leader’s responsibility to protect the people and pursue excellence? Ideas do emanate from people and that they must be respected and protected. For Pixar, the creative dimension rolled out by nurturing the mavericks. There at Pixar studio, from animators to the people, each one makes it happen. It is understood that creativity and innovation gets its true potential within a community that is plush with ideas and that it can emanate from anywhere. It requires careful nurturing. For Steve jobs, his studio building warranted that the architecture must promote encounters with people and unplanned collaborations to fillip innovative culture.
Sectors that require a constant stream of fresh ideas and approaches, such as the technology, marketing or advertising, are particularly well-suited to maverick types. Steve Jobs, Jeff Bezos and Richard Branson have all been mavericks and the organisations they created mark that culture. These employees need little management direction and are often self-motivated to achieve goals.
The Maverick Personality
However, a word of caution. According to Judith Germain’s The Maverick Personality and The Maverick Paradox, there are two types of mavericks. These are socialised and extreme mavericks. The socialised maverick is data driven and seekers of new knowledge. They are acknowledged experts in their field and uses integrity and reputation to influence others. They always work for the greater good. On the contrary the Extreme Mavericks will always place their own self-interest at a premium to others. They are toxic, ready to undermine others, especially the conformist types as well as socialised mavericks.
The socialised maverick should be welcomed and protected while the extreme maverick should be fired without delay.
The thought
One cannot achieve value by following the conventional means. Mavericks may lead to unconformity, promoting imagination, independence at times belligerence. So, if you are looking at innovation, a disruptive one, look for these mavericks! Are you too a maverick?
