Welcome to this week’s blog that considers the working world, what we do,

and what it takes to work with purpose, lead with impact, and engage with people in a way that really makes a difference. In our ‘Work Unplugged’ podcast last week, Amrit spoke about the outlier advantage, those mavericks, the ones out on the fringe that we love to raise an eyebrow at when they speak, and why if we keep dismissing their ideas, and keep playing it safe and samey, that might just be the riskiest move of them all.

How often do we catch ourselves reassuring each other with: “That’s how we’ve always done it”? There’s comfort in the familiar, our brains yearn it in fact, and, if we’re honest, the sense of safety that comes from tradition is appealing. However, what if what made us successful yesterday could be quietly holding us back today? And if you have no one you can think of within your organisation that would play the devils advocate, well, that could be a red flag to be acutely aware of.

We see all too often, rooms filled with talent, all heads nodding, eager not to stand out, speak up, or offer a differing opinion, just in case they get labelled ‘difficult’.  The unspoken rule seems to be, fit in, don’t disrupt, preserve harmony at all costs. But what are the costs of this way of working? When we marginalise the voices that question, challenge, or see things differently, we clip our own wings as organisations.

Think about it. The subversive ideas that could solve your gnarliest problems? Often, they’re the ones nobody wants to say out loud. The perspective that makes you uncomfortable? That’s the seed of real change, not just recycled best practice. That colleague who doesn’t ‘get with the programme’? They might be sensing a roadblock the rest of us are missing, hence them not getting with the programme!

Instead of treating outlier thinking as an irritation, what if we actively sought it out? Thriving companies cultivate a willingness to disrupt their own status quo. It isn’t about being contrary for the sake of it, but about inviting difference to the table, especially when consensus gets too loud, because consensus, creates comfort, and in comfort, the edge we might have had, becomes all squishy and round! We want the competitive edge! We believe, from what we have observed, that creativity flourishes in the friction and when all ideas are up for debate, breakthrough solutions surface. Stagnation hides in the comfort of agreeableness and innovation loves challenge. Teams that embrace tension and the discomfort of new thinking adapt faster, plain and simple!

There is an invitation here to consider who your ‘outliers’ are. Who, when you look around do you think ‘here we go’ with an eyeroll? Why do they make you so uncomfortable? What time have you committed to trying to understand them? When was the last time you asked them what you’re not seeing? Where do you feel a bit frustrated, nervous, or challenged by someone’s view? Could that be a signal to look deeper, instead of shutting it down? Are you brave enough?!

Of course, we do need a psychologically safe environment for this to really work. Creating genuine permission for people to question not just the processes, but the purpose of things. It can feel vulnerable but it’s on us as leaders to model this openness. Find time in your meetings to ask for ideas that contradict the group. Celebrate experimentation, even when it makes us squirm. Invite ‘failure stories’ as learning, not as blame. Spot talent in those who question, not just those who comply.

Those that know me will know I am huge fan of Brene Brown, and in ‘Dare to Lead’ she coined the term ‘rumble’ as a way to tackle difficult issues or conflicts, where people are encouraged to stay in the messy middle of a problem and be open and vulnerable about their thoughts and feelings. It offers an invitation to share ideas, be curious, ask questions, and listen deeply. Imagine if we could do this with things we are about to embark on that feel very familiar, but that we hope will help create a new outcome. Could we be brave enough to ask our outliers and let them loose on the problem?!

Let’s stop idolising best practice and start fostering ‘next’ practice. Every outlier idea is a chance to see a little further over the horizon. In today’s environment, sameness is the real risk. We don’t want to do the future to equal the past and we don’t want our employees saying “we have been here, seen it, done it before”.  If we don’t make space for outliers, we risk irrelevance. If we only reward comfort and compliance, we’ll keep getting more of the same, and miss the very breakthroughs we’re searching for.

So next time an idea feels uncomfortable, lean in. Next time a voice goes against the grain, listen harder. Your future success might depend on the outlier in the room.

If you'd like to listen to the podcast, click here.