And... Will They Stay?

There appears to be a lot of trepidation in the marketplace today among Renegades, asking whether companies actually want or need someone like themselves? e.g. difference makers, unicorns, in reality... one of maybe fifteen people in the country who can actually do THAT job. To be honest, it’s a fair question, especially when you keep hearing comments time and again from these unique individuals. 

If such companies do exist, who are they? Where can I find them? And are there really any who are able to recognize and respect the value that I can bring them? As I have pointed out in this article, many have become skeptical to the possibility. In fact, they have shared with Redmond that for the most part, companies talk a good game, but in the end, it’s more reflective of putting lipstick on a pig. (their words, not mine).

The frustrations that they have expressed, I suspect would likely ruffle a few feathers, and to be quite honest - they should if real and meaningful change is to be realized. These frustrations stem from the fact that Renegades are seldom identified, and if they are, their value is not understood and rarely deployed. This often comes at the cost of the company by way of missed opportunities that could potentially take on the form of true market disruption or, may have the potential to aggressively leapfrog the company forward. 

The biggest obstacle is matching the company with a Renegade... and vice versa. The truth is that the change and trust factor scare many companies. They claim that they want to change so as to aim for sustainable growth, and while transformation is not lip service, it requires decisive leadership to make it happen, and on top of that, it needs real talent who have the guts and are bold enough to challenge the status quo to make it happen.

What companies actually need a Renegade? Well that all depends if you want to sit still or, be competitive? Be competitive or, lead the way? Maybe a more realistic question would be - Who doesn't? If you've raised your hand - you lose.

Paroma Sen, a professional that I strongly respect and admire had this to share on the topic of Renegades. I think you will find that she offers some very astute points and incredible insight. "While corps do "talk the talk" around disruption, somehow upon implementation this gets relegated only to the so-called Innovation groups. My contention is that renegades are needed in every team - no matter where one may lie in the organization. People that question the status quo also use imagination and assimilation to bring together perspectives that may not always be obvious to others. Organizations and teams have very clearly charted roles for leaders and followers, many of which are self-selected. Should there be another such path for renegades? Today, while renegades do self-select, they are often reticent to self-identify. There is still a large pressure on renegades to conform to either a leader or a follower role." Translated means - companies have no idea what to do with them because they don't fit in the round hole.

Fortunately for us here at Redmond, we’ve had the opportunity to work with formidable companies through time. We've helped them plant renegade seeds and watch them grow. And in doing so, what I've discovered along the way is that these companies all have several traits in common. In addition to walking the walk and talking the talk, they also...

• Are “constantly” in reinvention mode - seeking to shake-up the company. They are re-innovating themselves to create more value for their customer through their business models or value chains.
• Are in highly competitive environments that have competition nipping at their heals all the time. As a result, they tend to have highly dynamic, driven cultures that work with a sense of urgency and purpose. Bottom line, they cannot afford to be content with the status quo.
• Possess a highly dynamic and often chaotic environment (by design) that requires greater flexibility and more entrepreneurial thinking.
• Strive for product innovation (whether through invention or substantially improving existing technology) and IP. These have proven to be key substrates of the company culture.
• Tend to have flexible organizational structures that can bend but do not break/adapt to changing market conditions rapidly and/or set the pace for best practices.
• Have hiring leaders who in addition to being highly strategic, understand that it’s all about superior execution and attention to the details. It’s in the basics.
• Have executive leaders who are passionate about their businesses and are not content with status quo. Change is encouraged. And while change can be uncomfortable, they understand it’s how the cream rises to the top. They amplify throughout an organization that change is the catalyst for driving new ideas that reinvent industries and companies alike.
• Tend to have a “lead, follow or get out of the way” attitude about their business.
• Gravitate towards moving into new technologies, expanding markets and developing new technologies. These are new and critical things for these companies who earlier did not possess the knowledge base to accomplish it.
• Are companies seeking the talent leadership to drive key strategic initiatives - whether it’s re-innovating their A) company culture. B) organizational structure or C) re-positioning themselves to drive more value in their industry or supply chain of activities. 

As to the second question mentioned at the top of this article - If such companies do exist, who are they? Where can I find them? And are there really any who are able to recognize and respect the value that I can bring them?

For a long time, I’ve thought about this. The facts are, there are no easy answers. What I hope to share in today’s article though is the diversity of thinking that answers this with both an emphatic Yes and an empathic No! Let me explain. From the outside looking in, there is a time and place for hiring Renegades, so the short answer is yes, there are renegade companies out there blazing new trails etc, but there's always more to the equation. As a starting place, it’s important to look at the traits we’ve outlined in a previous article on Renegades. While we’ve listed numerous traits in the article, a key theme for Renegades clearly is: "A lot of people talk and do nothing" - "I deliver and don't talk about it." The unique traits Renegades bring forth require the right type of leadership that knows how to value these leaders appropriately. However, there is always an ebb and flow to these efforts - that’s the challenge. For instance, do they have the infrastructure (commitment from leadership at the top) to make a meaningful impact? It’s a legitimate question. While many companies tout their commitment to bringing in the best - when it comes down to it, does the tire actually meet the road?

At no time in history has THERE BEEN A GREATER NEED FOR RENEGADES - period. Today’s highly chaotic, global economy requires true ingenuity. As I shared on a recent post: “Today’s "highly complex" environment does need heightened creativity (imagination) and this naturally comes from a "perpetual student of learning" mentality - arguably the number one trait of renegades in general. It's why they are so invaluable to corporations. They see (and can relate to) the disruption, it is their comfort zone and therefore can help others see the unique possibilities within it.” 

Far too often we see companies who seek transformation and then get to a place where they feel that things need to settle down. They become more resistant to change perhaps because it ruffles the feathers of stock holders or the Board who suddenly call into question the overall strategy and aim to fix something that isn't quite broken. As a result, those who are comfortable being uncomfortable are suddenly confronted and the dynamic begins to shift. 

Today’s overly chaotic environment is causing too many companies to put the brakes on in order to address what they deem to be too much chaos. By the way, this is also when you need true renegades as explained once again by Paroma Sen... “Indeed the age of renegades has just begun. Viewing the world differently, and using imagination with nurture to find new solutions to business problems - that’s the only way to move forward.“ A truly unique value of a renegade is found in their ability to help others see into the possibilities that chaos has created, and collaboratively bring structure and meaning to the chaos surrounding them. Sounds like someone you would like to have on board doesn't it?

Interesting enough, we’ve been exposed to several Chief People Officers as of late, such as Christina Luconi and Tracy Platt whose mantra is: Learning to be comfortable in the uncomfortable. In my view this speaks to the true heart of leadership.

A perfect example of the ebb and flow and transformation that I previously mentioned can be found with a client whom Redmond supported from 2008 through 2014 as part of a company-wide transformation conducted through their office of strategic growth, and facilitated by the steady hand of progressive HR leadership (like those mentioned above) - Jeff Simmons. The goal of this initiative: attract and hire the brightest global strategic marketing minds from industry and from leading general management consulting firms (McKinsey, Bain, BCG) to help reinvent the company.

Over a two year period, our client was hitting on all cylinders, knocking down all the pins... add metaphor here:___________, and were attracting and closing exceptional talent. In fact, over 30 strategic marketing leaders were hired globally via our mutual efforts - most of which were promoted within 12-18 months. One of the core components of our success was a commitment from leadership up to the CEO to engage with all recruitment activities. Many of these leaders have since moved onto become CEO’s and Presidents. In 2013, there was a very sudden change in direction with a new CEO who was brought in to pivot the company 180 degrees again. In the wake of this decision, over 90% of this top talent has since moved on. Sadly, it’s the nature of the beast, the ebb and flow of business decisions which always comes at a cost.

So, are there Renegade companies out there? - Yes. Does every company need one or more Renegades under their roof? - Yes. Ahhh if it were only that simple. Well it is actually. If you do have the commitment and support from leadership and feel aligned with the points that I've outlined above, then the next step is simply a conversation - and I look forward to it. Drop me a message!

About Steve Diedrick...

Steve is the founder of Redmond, a global executive search firm whose clients include world renowned brands and start-ups that are shaping tomorrow's world. As a highly respected authority and pioneer in the field of human capital with close to three decades in the space, his progressive ideas on search-excellence reflect a profound understanding/passion for the global economy and the ever-evolving mindset of the unique talent that propels companies forward. He has personally reached out to more than 100,000 professionals and interviewed over 35,000 potential candidates throughout his career. His personal drive, perspective, discipline and focus is a culmination of his life experience living abroad and the 27 years spent mastering the Martial Art of Qi Gong. His Mantra: There is nothing like direct experience that takes you from knowledge - to knowing.

Email me at: [email protected] or Text me at: 947.222.9200 and let's discuss how Redmond can help you.

? Redmond Research, Inc. 2019