Have you ever worked with someone or had someone in your organization who always seemed to do things their own way and sometimes on their own schedule? Have you ever supervised that someone – or been that someone – who had an unconventional way of doing things? Have you noticed a difference between an unconventional person who ended up being an asset versus one who was a detriment? Some time ago, I was visiting with a friend about organizational dynamics, leadership, and the type of person who seems to think and work “outside the box.” My friend was frustrated and getting some pushback because of his unconventional ways even though he is a great guy and was seeing success in his position. He felt unduly constrained and underappreciated, while his supervisors felt he was not functioning as a team player and not doing things correctly. During that conversation, I began to distinguish between mavericks and rogues. The distinction I make between these two is that, while both are unconventional and want latitude to do things their own way, a maverick is potentially beneficial and truly wants the organization to succeed, while a rogue simply is uncooperative and detrimental.
What is a maverick?
A maverick “colors outside the lines” and may even re-draw the lines.
A maverick may improvise and adopt unconventional methods.
A maverick may act spontaneously without securing approval.
A maverick may do what he or she believes will accomplish organizational goals and further the organization’s mission with little regard for policies and procedures.
A maverick may substitute what he or she perceives to be a better and more helpful goal for an existing goal without prior approval.
A maverick may be perceived as a threat, a risk, and even a rogue.
What is a rogue? – When I think of a rogue, I think of someone who may do one or more of the things listed above, but with a different attitude and in a way and to an extent that is more dangerous. The rogue may be reckless, negligent, or intentionally malicious and destructive. A rogue either does not care about the goals and well-being of the organization or may harm it intentionally. While a maverick may be corrected and brings potential benefit to the organization, a rogue tends to be less correctable and offers no benefit unless attitude and actions change.
What are some differences between mavericks and rogues? – Here are some differences I see between the two.
A maverick is leadable and teachable, whereas a rogue is not. Since the maverick wants the organization to succeed but is unconventional in approach and strategies, I believe a maverick will show some willingness–if approached correctly–to cooperate with leadership at key points.
A maverick will demonstrate a willingness to learn the situations and responsibilities in which there is latitude for creativity and those where there is not, although, I believe a maverick needs respectful explanation when his or her creativity must be reined in. Alternatively, a rogue will not cooperate with boundaries and instruction.
A maverick cares about organizational mission and success, while a rogue cares only about his or her agenda.
What might a maverick need from me as a leader? – As I think about leading a maverick, it seems to me this individual will need clear communication, an appropriate and negotiated balance of freedom and supervision, support, and respect for their novel ideas. The maverick needs room for innovation and unconventional strategies when these will not pose a risk to organizational goals and responsibilities. Additionally, the maverick will need clarity regarding firm and flexible expectations, as well as how and when innovation is acceptable and the way in which it is to be approached. Finally, there is a need for respect and the opportunity to explain the new approach and demonstrate the potential effectiveness of the innovative idea or strategy.
As a leader, what do I need from a maverick? – Having been in leadership for many years and having worked with more and less cooperative people, the following are some things I need from someone on my team who is a maverick.
I need a maverick to care about what already is done and how it is done in the organization and understand the reasons behind current expectations, policies, and procedures. There are reasons for the current way of doing things, and I need a maverick to understand those reasons before getting creative. In some settings and situations, things really need to be done a certain way.
I need a maverick to give me a heads-up on unconventional plans and help me understand the rationale before carrying those out or when he or she wants to break with policy, procedure, or expectations. As a leader, I am responsible for what my team members do, and it may also be the maverick has not thought through a potential complication their new approach might set in motion. Discussing things beforehand allows the opportunity to troubleshoot the innovation up front.
I need a maverick to understand the difference between things that do allow for creativity and breaking with protocol and things that do not. When issues of safety or legality come into play, creativity is not a good option.
I need a maverick to understand that I may need to rein some things in due to the fact that, if I give this individual the latitude they desire, I will have to give others that latitude, and I may not be able to do that.
I need to know how the maverick’s new way of doing things will further organizational objectives and will align with and complement other efforts and components within the organization.
I need communication, cooperation, and respect even as I work to grant latitude for creativity, spontaneity, and unconventional methods.
I need a maverick to demonstrate he or she is not a rogue.
*For further reading on the potential benefits of mavericks and how to lead them, see “No Room for Mavericks” in Hans Finzel’s book The Top 10 Mistakes Leaders Make.
** Believing it takes a healthy leader to deal well with a maverick, let me recommend The Emotionally Healthy Leader by Peter Scazzero.
PC: Wayne Grubbs