That's not all good, mind you.
It's not uncommon to hear someone say, "They broke the mold when they made him" after a particularly confrontational meeting with one of the "different" people, a statement which usually carries a note of awe mixed with overtones of relief that the meeting is over.
Just so we're clear, I'm not talking about a little unconventional thinking or eccentric behavior. I'm talking about people who are seriously "different." That means they can bring some unique and innovative ideas to a company -- if they don't self-destruct and take everyone down with them in the process.
In my experience, individuals capable of accomplishing big things often tend to be overly aggressive, demanding, egocentric and sometimes abusive. Most managers would therefore consider them to be problematic, especially in a team environment. And their concerns would indeed be justified.
As you might expect, many of these "different" folks go the entrepreneurial route, usually in response to corporate environments that don't easily or readily accommodate their unique styles and mixed baggage.
But contrary to what you might think, the vast majority do stick it out and climb the corporate ladder with varying degrees of success. How long that lasts and how successful they are depends very much on the particular environment, their toxicity to it, and whether their accomplishments ultimately outweigh the price organizations pay to keep them engaged and motivated.
Some companies, on the other hand, would just as soon not deal with them at all.
When I was a young engineering manager at Texas Instruments (TXN), I remember one of our star performers -- his name was Hal -- telling me he was leaving the company. When I asked why, he said, "There's just no fast-track for star performers around here." Hal didn't mean it in an egotistical way; he was just stating the truth. And you know, he was right.
Now, don't get me wrong. TI did have a program for identifying and rewarding young up-and-comers. There were stock grants and one-on-one meetings with top executives who talked about grooming you for the big time and all that. But for Hal, me and I presume others, that simply wasn't enough. The organizational structure was relatively inflexible. You climbed the corporate ladder at their pace, not yours.
For all I know, that's as it should be, at least for some companies. TI's current CEO, Rich Templeton, started there in 1980, the same year I did. And a quarter of a century later, he was running the show. Whether that's short or long is a subjective matter. But just about every member of TI's executive management team has been with the company that long. That's how TI rolls. And it is a great company.
That said, other companies have found a way not only to accommodate star performers, but mentor them in a way that accelerates their integration into the management ranks without stifling or dampening whatever it is that made them special in the first place.
If you want to create a culture that promotes innovation, where people who are different can thrive, there are five components you'll need for it to work. Just keep in mind, this is pretty much an all-or-none proposition. In other words, one weak link can blow the whole chain. That's just the way it is.