Corralling Mavericks in Business (Part 1)

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The tricky art of harnessing employee talent and encouraging a creative work environment while keeping an organization focused and maintaining discipline is one test of an effective manager. This is especially true in technology-intensive businesses, utterly dependent on novel, pattern-breaking innovation. What follows is the first of a series of three postings that touch on this important topic.

Introduction

How individual talent is mobilized for the enterprise’s collective good is critical to business success. However, employees vary in their allegiance to business goals and processes. While most company staff members are at least nominally respectful of business process and habit, organizations also have mavericks unconcerned with allegiance to corporate culture.

Central to this discussion is that mavericks must add significant value to the company; though they may flout rules, their activities must ultimately lead to significant improvements in the firm’s products or processes. Otherwise, they are simply difficult employees who may be terminated. Thus, the organization needs to weigh the worth that a maverick adds (e.g. patents filed, research breakthroughs, new products developed ahead of schedule and under budget) with the disruption that they cause.

While not all mavericks are inherently creative and productive, innovation may well require breaking with past practice and ignoring paradigms, so some exceptional staff may well demonstrate maverick behavior. Balancing the challenges of tolerating – perhaps sometimes encouraging – nonconformity with the benefits of innovation resulting from that nonconformity is a topic that subsequent postings will tackle.

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