If you ignore them…they will work for someone else!
Government regulations and the idea that we all have to conform is the way business is done today in human resources. We have to include everyone, even if they aren’t qualified to do the job. Not that I’m against the ‘assistance’ of rules to level the field but…
Decades ago I read from a nationally known management consultant that if you find someone you like, who can do the job, and can add value & vision to the company, then you hire them. That would go for whether or not you even have a position available. The point being is that if this person is really that good, do you want them working for a competitor?
In several postings here on LinkedIn, I have read 2 other posts that basically trumpet my philosophy and not following conventional wisdom and putting a square peg in a round hole. The first was an article by Elizabeth Hotson with the BBC entitled “Are you a disruptive influence like Sir Richard Branson?”
Another article on LinkedIn also parroted the philosophy I’ve held for my entire 33 year career. It was by Christopher W. Martin with Loriakin Seven entitled “Lay waste to the status quo, and embrace your inner misfit”. I would encourage you to go through the archives and read them. Most human resource professionals, management & C-suite executives seem to have lost their hiring mojo in this over regulated world. And that is usually because they are scared to step out of the norm.
I have to tell you that being outside the norm is the best place to be. I have done it for 33 years. I’ve also made my share of mistakes, and some have been huge. I’ve also worked for managers that didn’t want to fire me because I knew too much and they needed such an asset. And some managers were just plain scared of my philosophy and the way my brain worked with the thought process.
As I am fond of telling people in either in an interview or during networking events that the way my brain works, for the company and team mind you, is this: You know that dark corner of the parking lot, which can be found in all large complexes and sports stadiums, where the lights are so dim you can barely see anything? That’s where my brain and thought processes resides.
I have heard from people that I worked with for decades that certain people frighten them because of their opinions, views, & the way they do their job. But they never got to know them like I did. And most of them turned out to be good people. A few of them were just too weird, even for me. And then there were the ones who were considered ‘slow’.
In all of my experience, I’ve always expected, and trusted, the best from the people who were weird or ‘slow’. And for me at least it turned out well. Those people turned out to be some of the best officers I managed. Most of them were with First Response, Inc. of Mission Kansas. Let me give you a story about one such misfit:
He came to work for us in the fall of 2001. He was in the process of leaving his wife and his new girlfriend accompanied him to the office. The office manager, Mindy Mitzner, didn’t like him much because he was ‘cheating’ on his wife.
In a few months she changed her opinion of him 180 degrees. His ex-wife turned out to be a liar, untrustworthy, and constantly played the ‘victim’ card. He showed himself to be anything but a philanderer. To this day Mindy & myself are still good friends 13 years after I left.
As Sir Richard Branson said in the article in the BBC, people who are ‘square pegs in round holes need to be supervised a little more closely than others to ensure they don’t make monumental mistakes. But being a disruptive talent can be a good thing. And in a different way, Christopher W. Martin said the same thing.
People who don’t follow the ‘normalcy train’, are disruptive talent, or if you prefer just plain weird, can upset the balance you have within your team. This is not an altogether bad thing. Taking the corporate culture and turning it on its head… Disrupting the corporate culture to make it more efficient and more effective.
Efficiency will come from knowing that this person may point out the inefficiencies and that someone, can we say scared to be in the forefront, ‘might get into trouble’. And coinciding with this is the effectiveness of the team.
Again, by shaking up the status quo and pointing out the ineffectiveness of sacred cows
will make the entire organization better for its customers or clients. It will help to get you, and everyone else, back on track with projects and force them to think of better solutions, ostensibly to ‘save their jobs’, although that is the last thing a disruptive person normally wants.
So the last point to make in this post is simply this: Why do security companies refuse to hire people who are disruptive talent and are square pegs in round holes? They, like too many companies they hire a great manager from a different industry to make things great, but then the new manager fails just as miserably as everyone else has. Maybe if they would think outside the proverbial box…
“By making bold moves you can accomplish a lot”
“Fresh, new, & innovative ideas are frequently shoved aside until they are ready”
Robert D. Sollars is a recognized expert on security issues, specifically workplace violence. He’s spent 33 years in the security field. Visit his Facebook page, One is too Many, where you will read about other items related to security & WPV issues. Or be a twitter follower at @robertsollars2.
I May be Blind but my Vision is Crystal Clear