Freedom to Innovate: Why Explorer Leaders and Teams Will Dominate the 21st Century

I have always been excited, and quite fascinated by exploration — from wilderness adventures to exploring new and challenging enterprises, and considering what might be possible and ways to continuously innovate and grow. I have also been very interested in learning more about the drivers of human curiosity, how we adapt, and the role that risk plays in leading organizations. Are we naturally, hard-wired explorers or is this something that can be learned or even nurtured?

Freedom to Innovate: Why Explorer Leaders and Teams Will Dominate the 21st Century

Humans are, at their core, explorers. Encoded in the DNA of approximately 20% of the global population is a genetic variant known as DRD4-7R, commonly referred to as the "explorer gene" (Chen, Burton, Greenberger, & Dmitrieva, 1999). This gene is associated with behaviors such as curiosity, adaptability, and risk-taking—traits that have driven humanity’s greatest achievements. Yet, the potential for exploration-like behaviors is not limited to those with a genetic predisposition. Through deliberate strategies, organizations can cultivate these traits across their teams, creating a culture of freedom, fostering action orientation, and driving sustained value creation.

From the prehistoric migrations of Homo sapiens to the disruptive innovations of modern enterprises, the explorer spirit has propelled humanity forward. The evolutionary roots of the explorer gene can play a role in modern leadership and organizational culture, and there are practical strategies for activating exploration within teams. A company culture of explorer team members and leaders can fosters an environment of freedom, inspiring action and innovation.

Foundations of the Explorer Gene

The DRD4-7R gene is a genetic variation that affects dopamine receptors in the brain. Dopamine, a neurotransmitter, plays a critical role in regulating motivation, reward, and pleasure (Chen et al., 1999). Those with the DRD4-7R variant exhibit heightened sensitivity to novelty and are more likely to engage in exploratory behaviors. These traits include openness to new experiences, a tendency to take calculated risks, and adaptability in the face of uncertainty.

From an evolutionary perspective, the explorer gene likely provided significant survival advantages. Early humans equipped with an innate drive to explore were more adept at discovering new territories, accessing resources, and adapting to diverse ecosystems. According to Eisenberg, Campbell, Gray, and Sorenson (2008), populations with migratory histories exhibit a higher prevalence of the DRD4-7R variant, suggesting a correlation between genetic traits and successful exploration.

While the genetic predisposition for exploration exists in only about 20% of the population, the behaviors associated with this gene can be cultivated in others. Environmental factors—such as upbringing, education, and organizational culture—play a crucial role in shaping exploration-like traits, making it possible for organizations to foster a culture of curiosity and innovation across all team members.

The Role of the Explorer Gene in Prehistoric Action and Value Creation

The story of human evolution is a testament to the power of exploration-driven action. Between 70,000? and 100,000 years ago, Homo sapiens began migrating out of Africa, embarking on journeys that would shape the future of humanity. These migrations required not just physical endurance but also the psychological resilience to confront and adapt to unfamiliar environments. Individuals with exploratory tendencies—driven by both genetic and cultural factors—were likely at the forefront of these migrations.

Early human explorers didn’t merely survive; they created value. They discovered fertile lands, innovated tools, and forged social connections that strengthened their communities. For example, the development of fire-making techniques enabled survival in colder climates, while early trade routes facilitated the exchange of goods and ideas (Harari, 2014). These advancements illustrate how exploration, when coupled with action, generates tangible benefits for society.

Artistic and cultural pursuits also highlight the exploratory nature of early humans. Cave paintings in Lascaux, France, and Blombos, South Africa, reveal a deep-seated curiosity and desire for expression. These creations provided intangible value, strengthening group identity and laying the groundwork for complex societies.

The explorer gene’s influence on migration and innovation underscores its evolutionary significance. It catalyzed action and enabled early humans to transcend the limitations of their environments, creating lasting value in the process.

Modern Examples of Explorer Leaders and Cultures

The traits that propelled early human explorers are evident in today’s leaders who inspire action and drive innovation. These individuals embody the explorer spirit, fostering cultures where curiosity and adaptability thrive. Their leadership has led to transformative changes in industries, creating value for team members, customers, and stakeholders alike.

Elon Musk: Redefining Boundaries:

Elon Musk, the CEO of SpaceX and Tesla, is a modern embodiment of the explorer ethos. His ventures are characterized by bold vision and relentless execution. At Tesla, Musk has revolutionized the automotive industry by championing electric vehicles and renewable energy. SpaceX, meanwhile, has redefined space exploration, achieving milestones such as reusable rockets and plans for Mars colonization (Musk, 2021). Musk’s leadership exemplifies how an explorer culture—rooted in curiosity and risk-taking—can drive technological breakthroughs and inspire teams to achieve extraordinary outcomes.

Jeff Bezos: Experimentation and Long-Term Thinking:

Under Jeff Bezos’s leadership, Amazon grew from an online bookstore to a global powerhouse in e-commerce, cloud computing, and artificial intelligence. Bezos’s focus on experimentation and long-term thinking reflects the explorer mindset. Projects like Amazon Web Services (AWS) and Alexa demonstrate his commitment to venturing into uncharted territories, creating immense value for customers and investors alike (Pfeffer, 2018).

Indra Nooyi: Transforming Legacy Businesses:

As CEO of PepsiCo, Indra Nooyi demonstrated that exploration is not limited to startups or tech companies. By emphasizing sustainability, health-conscious products, and global expansion, Nooyi reimagined PepsiCo’s value proposition. Her leadership underscores how an explorer mindset can revitalize legacy businesses, aligning them with evolving market demands and creating long-term growth (Branson, 2015).

3M: A Culture of Exploration and Innovation:

3M is a prime example of how fostering exploration within a corporate culture leads to sustained innovation and value creation. The company is renowned for its 15% Rule, which allows team members to spend up to 15% of their time on passion projects that align with their interests and ideas. This freedom to explore has resulted in iconic innovations, including the Post-it Note and numerous advancements in adhesive technologies.

3M’s culture emphasizes curiosity and experimentation, encouraging team members to propose, test, and refine ideas. By providing the resources and a culture of freedom to explore, 3M has created an environment where failure is seen as a learning opportunity and breakthroughs are celebrated. This approach has made 3M one of the most innovative companies in the world and a model for fostering exploration-driven success (Harari, 2014).

Creating an Environment of Freedom Through Exploration

A culture of explorer team members and leaders fosters an environment of freedom—freedom to think creatively, experiment boldly, and pursue unconventional paths. This sense of freedom is not merely about autonomy; it is about creating the conditions where individuals feel unrestrained in their capacity to contribute meaningfully and explore new ideas. Here’s how explorer cultures promote freedom and its transformative impact:

1. Freedom to Innovate Explorer team members thrive in environments where they can challenge norms and propose new ideas. This freedom to innovate fosters a sense of ownership and purpose, motivating teams to take initiative and deliver results.
2. Freedom to Fail In a culture of exploration, failure is viewed as a natural part of growth. Psychological safety ensures that team members feel free to take risks without fear of blame. This freedom to fail encourages bold experimentation, leading to groundbreaking discoveries.
3. Freedom to Collaborate Explorer leaders create spaces where collaboration flourishes. By promoting open communication and valuing diverse perspectives, they enable team members to explore solutions collectively, unlocking the full potential of their teams.
4. Freedom to Grow Exploration cultures prioritize personal and professional growth. By encouraging continuous learning and skill development, these environments allow team members to expand their horizons and make meaningful contributions.

When team members are free to explore, they feel unencumbered by unnecessary constraints, leading to greater creativity, higher engagement, and more impactful outcomes.

Leveraging the Explorer Gene Across Teams

Organizations can activate exploration-like behaviors in their teams, regardless of genetic predisposition. By creating the right environment, businesses can inspire curiosity, encourage risk-taking, and drive adaptability.

Selecting Native Explorers in Hiring

• Recruiting individuals with natural explorer tendencies is a foundational step toward building a culture of exploration. Effective strategies include:
• Behavioral Assessments: Use psychometric tools to evaluate candidates’ curiosity and adaptability.
• Scenario-Based Interviews: Present hypothetical challenges to assess how candidates approach problem-solving and risk-taking.
• Exploratory Track Record: Look for evidence of past exploratory behaviors, such as entrepreneurial ventures or creative achievements.

Activating Explorer Traits in Existing Team Members

• Exploration-like behaviors can also be nurtured in individuals without the genetic marker. Key strategies include:
• Encouraging Curiosity: Provide opportunities for learning, such as innovation workshops and cross-functional projects.
• Fostering Psychological Safety: Create an environment where team members feel free to experiment without fear of failure.
• Rewarding Exploration: Recognize and celebrate behaviors that demonstrate creativity and initiative.
• Setting Bold Goals: Inspire teams with ambitious objectives that challenge them to think beyond traditional constraints.

Creating Value Through Action-Oriented Exploration

Organizations that successfully activate explorer traits within their teams unlock immense value for all stakeholders. By fostering a culture of freedom and action, companies generate tangible and intangible benefits, including:

1. Increased Team Engagement: A culture of exploration fosters creativity and professional growth, resulting in higher satisfaction and retention.
2. Innovative Products and Services: Action-oriented teams develop solutions that address evolving customer needs, enhancing brand loyalty and market position.
3. Resilient Business Models: Explorer-led organizations are better equipped to adapt to market disruptions, ensuring sustained success.
4. Societal Impact: Businesses that prioritize exploration often contribute to societal progress by solving complex challenges and advancing global well-being.

The explorer gene is not merely a biological curiosity; it is a catalyst for action, value creation, and freedom. Whether through genetic predisposition or environmental activation, exploration-like behaviors are essential for driving innovation, resilience, and progress. For businesses, leveraging these traits within leadership and across teams is critical for thriving in today’s fast-paced, complex world.

By selecting native explorers, activating exploration-like behaviors in team members, and fostering a culture that values curiosity and risk-taking, organizations can unlock their full potential. The explorer spirit, deeply rooted in our evolutionary history, creates an environment where freedom, action, and innovation thrive. The future belongs to those who dare to explore and act.

References

Chen, C., Burton, M., Greenberger, E., & Dmitrieva, J. (1999). The role of the DRD4 gene in novelty-seeking behavior. Behavior Genetics.

Eisenberg, D. T., Campbell, B., Gray, P. B., & Sorenson, M. D. (2008). Dopamine receptor genetic variation and its association with human migration. PLoS ONE.

Harari, Y. N. (2014). Sapiens: A Brief History of Humankind. Harper.

Musk, E. (2021). Remarks on the vision for SpaceX.

Branson, R. (2015). The Virgin Way: Everything I Know About Leadership. Portfolio.

Pfeffer, J. (2018). Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance. Harper Business.