Why Employees Who Deliver the Best Outcomes Aren't Always Popular

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A few weeks back, a friend was telling me about a debated member of his team.

While the team member didn’t always get along with everyone, the leader had really come to appreciate their contribution. The team member did excellent work, showed good judgment and, most importantly, was right more often than not.

I have had similar versions of this conversation many times, and it speaks to a challenge leaders and organizations have with balancing performance with a harmonious cultural fit.

Many companies and leaders occasionally deal with brilliant jerks , a subject I have written about several times. Brilliant jerks get great results, but they are toxic to the company’s culture and often do more harm than good. In most cases, brilliant jerks need to go, no matter how productive they are.

However, there is a difference between a brilliant jerk, who often is disinterested in being part of the team and doesn’t care about collective success, and a committed team member who has a distinct style that isn’t always appreciated by everyone on the team. ??

This is ultimately a debate between style and substance. Often, people who have great interpersonal skills, please all the right people, and are pleasant to have around can maintain favor in an organization even if their work is subpar and their decision making is questionable. This is style-over-substance.

In contrast, there are many people who produce work of great substance, but their style doesn’t conform to the expectation of others of the dominant strain of the culture. They may not excel in interpersonal environments, are bored by small talk in meetings, and can be more direct than people are ready to hear. At the same time, however, they are often willing to make difficult choices that, while they ruffle feathers in the short term, are ultimately what’s best for the organization. Because they aren’t driven by the need to be liked, they are far more willing to advocate for bold actions that others hesitate to pursue.

It’s important to note that while these substance-over-style people don’t always conform to everyone’s definition of how they should act, they are not toxic presences. They care about the company’s culture, are willing to take feedback and work to get better, and prioritize the team’s success and organizational objectives.

While you probably can’t build a company entirely composed of these substance-first people, you definitely need a healthy number of them. These are the individuals who, despite frustrating their colleagues by challenging the consensus and conventional norms, are ultimately proven right more often than not in the long run.

The challenge here is that while peers and team members may focus more on the substance-first person’s abrasive style, the leader has the higher-level perspective and sees their vital contributions to the organization. Because of this, it’s on the leader to support these individuals and help the team understand that results and sound decision-making are valued just as being a shining example of the culture. After all, you can’t sustain a great culture in the long run without getting results.

Cultural fit is always important. But having shared values doesn’t mean everyone should agree all the time or approach issues the same way. While consensus building can be an important tool in leadership and business, it’s just as important to have people willing to speak out and push for an unpopular decision when they believe it is right. At the end of the day, the best organizations and leaders should support people who are right more often than they are wrong.

As Jeff Bezos once remarked very poignantly of his people: “I don’t care how smart they are. I want to see a track record of hard decisions that ended up being right.”

In navigating team dynamics, it's crucial to balance a harmonious culture with diverse thinking.

The reality is that team members who challenge the status quo and advocate for the right course, even when unpopular, drive the organization forward. Ensuring that these individuals aren’t ostracized for their non-conforming perspectives, behaviors, or styles is a key responsibility of leadership and vital to the organization’s success.

Quote of The Week

"Great minds don’t always think alike. They challenge each other to think differently.” - Author Unknown

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About Me

Robert Glazer is a serial entrepreneur, award-winning executive, bestselling author, and keynote speaker. He has a passion for helping individuals and organizations build their capacity and elevate their performance.

Learn more at www.robertglazer.com