Cultivating a Culture of Originality: Deep Leadership Insights from Originals by Adam Grant

In a world where conformity often feels like the path of least resistance, Adam Grant’s Originals offers a powerful counter-narrative that champions the necessity of originality in leadership. Grant delves into the psychology behind innovation, offering leaders actionable insights on how to foster creativity, challenge the status quo, and ultimately drive transformative change within their organizations.

The Dual Routes to Achievement: Conformity vs. Originality

Grant begins by identifying two distinct paths to achievement: conformity and originality. Conformity, as he explains, involves following established norms, adhering to the status quo, and maintaining the existing order. It’s the comfortable choice, where leaders might find immediate acceptance but at the cost of stifling innovation. Originality, on the other hand, is about taking the road less traveled. It requires the courage to challenge conventional wisdom and the creativity to develop novel ideas that can lead to significant improvements. For leaders, this is a critical distinction—true innovation doesn’t come from following the crowd but from daring to be different (Grant, p. 3).

The Power of Curiosity: Questioning Dissatisfying Defaults

One of the most profound insights from Originals is the importance of curiosity as a catalyst for change. Grant argues that many of the dissatisfying norms and systems in our world are not immutable laws but social constructs, created and perpetuated by people. “When we become curious about the dissatisfying defaults in our world, we begin to recognize that most of them have social origins: Rules and systems were created by people” (Grant, p. 8). When leaders start questioning these defaults—whether they be outdated practices, ineffective policies, or unchallenged assumptions—they begin to see opportunities for innovation. This curiosity drives them to ask critical questions: Why do we do things this way? Is there a better approach? How can we improve this process? By challenging the origins of these norms, leaders can open the door to creative solutions that were previously unimaginable.

The Achievement Trap: Overcoming the Fear of Failure

Grant also tackles the often paralyzing fear of failure, especially prevalent among high achievers. He observes that “the more you value achievement, the more you come to dread failure” (Grant, p. 10-11), which can lead to risk-averse behavior and a reluctance to pursue original ideas. However, Grant encourages leaders to reframe their relationship with failure, viewing it not as a sign of inadequacy but as an essential component of the creative process. Security in one area of life, he notes, can provide the freedom to take risks in another (Grant, p. 19). For example, financial stability or a strong support network might give a leader the confidence to experiment and innovate in their professional life without the fear of catastrophic consequences.

Idea Selection: The True Barrier to Originality

One of the most surprising revelations in Originals is that the biggest barrier to originality isn’t the generation of ideas but the selection of them. Grant points out that “the biggest barrier to originality is not idea generation–it’s idea selection” (Grant, p. 31). Many organizations pride themselves on brainstorming sessions and ideation workshops, but the real challenge lies in identifying which of these ideas have the potential to be truly groundbreaking. Quantity often leads to quality—leaders should encourage the generation of as many ideas as possible, understanding that the most innovative solutions often emerge from a large pool of possibilities (Grant, p. 37). This process requires leaders to cultivate a discerning eye, balancing creativity with critical evaluation to select the ideas that will drive the most significant impact.

The Allure of Familiarity: Navigating Uncertainty

When faced with uncertainty, it’s human nature to cling to the familiar and reject the unknown. This instinct, however, can be detrimental to originality. Grant advises leaders to be mindful of this bias, recognizing that intuition is only trustworthy when honed through experience in a predictable environment (Grant, p. 53). In the ever-evolving landscape of business, where unpredictability is the norm, leaders must learn to balance their gut instincts with data-driven insights. This approach allows them to navigate uncertainty with greater confidence, making informed decisions that embrace rather than shy away from innovative, untested ideas.

The Necessity of Dissent: Combating Groupthink

One of the most pervasive threats to originality is groupthink—the tendency for individuals in a group to conform to the dominant perspective, suppressing dissenting opinions in the process. Grant’s research highlights the crucial role of dissent in fostering creativity and innovation. “Groupthink is the enemy of originality; people feel pressured to conform to the dominant, default views instead of championing diversity of thought” (Grant, p. 176). Even when dissenting opinions are ultimately incorrect, they serve a vital purpose by challenging the status quo and encouraging a diversity of thought. For leaders, the implication is clear: they must actively cultivate an environment where dissent is not only tolerated but valued. This means encouraging team members to voice their disagreements, question assumptions, and propose alternative viewpoints, all of which can lead to more robust decision-making and innovative outcomes.

Raising the Next Generation of Originals: Insights for Parenting and Leadership

Grant extends the discussion of originality to the realm of parenting, offering valuable insights for leaders who also play a role in nurturing the next generation. He argues that originality can be cultivated from a young age by exposing children to a variety of role models and encouraging non-conformity (Grant, p. 171). For leaders, this translates into a broader responsibility; to mentor and develop future innovators. This involves not only providing young people with diverse experiences and perspectives but also modeling behaviors that encourage creativity and independent thinking. By doing so, leaders can help raise a generation that is unafraid to challenge the status quo and pursue original ideas.

Making Fear Your Ally: Harnessing Anxiety for Innovation

Fear is often seen as the enemy of creativity, but Grant offers a different perspective. He suggests that fear, when harnessed correctly, can be a powerful ally in the pursuit of originality. “The trick is to make fear your friend,” he notes. “Fear forces you to prepare more rigorously and see potential problems more quickly” (Grant, p. 214). Rather than allowing fear to paralyze them, leaders can use it as a tool for rigorous preparation and early problem identification. Neuroscience research supports this, indicating that when we’re anxious, the unknown can seem more terrifying than the known risks (Grant, p. 217). By confronting these fears head-on, leaders can transform anxiety into a motivating force that drives them to anticipate challenges and prepare more effectively, ultimately leading to more successful outcomes.

The Role of Moral Emotions: Empathy and Guilt in Driving Change

Grant also explores the dual moral emotions of empathy and guilt, which play a significant role in motivating individuals to right past wrongs and behave better in the future. These emotions are powerful drivers of change, particularly when leaders harness them to inspire a sense of moral responsibility within their teams. “The dual moral emotions of empathy and guilt activate the desire to right the wrongs of the past and behave better in the future” (Grant, p. 165). By fostering a culture where empathy and accountability are central values, leaders can encourage their teams to strive for higher ethical standards and more original solutions to the challenges they face.

The Danger of Extremes: Embracing Moderation and Thoughtful Disagreement

In discussing group dynamics, Grant touches on the dangers of extreme identification with particular values or ideologies. “The more strongly you identify with an extreme group, the harder you seek to differentiate yourself from more moderate groups that threaten your values” (Grant, p. 118). For leaders, this can lead to polarization and a lack of constructive dialogue within teams. To counteract this, Grant advocates for the opposite approach: cutting ties with frenemies (those who are ambivalent or insincere in their support) and instead focusing on building bridges with perceived enemies. By fostering thoughtful disagreement and encouraging diverse perspectives, leaders can create a more inclusive environment where original ideas can thrive.

Building Strong Cultures: The Balance Between Commitment and Flexibility

Finally, Grant addresses the concept of strong organizational cultures, noting that while a shared set of values and norms can unify a team, the impact of these cultures depends on what those values and norms are. A culture that prioritizes conformity over originality will inevitably stifle creativity. In contrast, a culture that values diversity of thought, experimentation, and continuous learning will foster an environment where originality can flourish. “Strong cultures exist when employees are intensely committed to a shared set of values and norms, but the effects depend on what those values and norms are” (Grant, p. 190). Leaders must strike a balance between maintaining a cohesive culture and allowing enough flexibility for innovation to take root.

Conclusion: Leading with Originality

Originals is more than just a guide to creativity; it’s a manifesto for leadership in the modern world. Grant challenges leaders to embrace the discomfort of dissent, the uncertainty of innovation, and the fear of failure as necessary components of the creative process. By cultivating curiosity, encouraging a diversity of thought, and mentoring the next generation of originals, leaders can drive transformative change that not only improves their organizations but also leaves a lasting impact on the world. The journey to originality is not an easy one, but as Grant demonstrates, it is the path that leads to the most meaningful and enduring achievements.

Reference

Grant, A. (2016). Originals: How Non-Conformists Move the World. Viking.