E.B. White, author of Charlotte’s Web and other
popular children’s literature, once remarked, “Genius is more often in a
cracked pot than in a whole one.” In that spirit, what do the Apostle Paul,
Martin Luther, William Carey, U.S. Grant, Lottie Moon, William Wilberforce,
Martin Luther King, George Patton, and Steve Jobs have in common? At one time
or another, all of them have labeled a cracked pot, nonconformist, maverick,
misfit, dissident, or separatist. Perhaps not readily known or acknowledged
during their times all were geniuses in their own ways.
Cracked pots are independent-spirited individuals who do not
always go along with the group and tend not to conform to existing rules and
regulations. Yet all organizations need them! Why? For the very health and
vitality of organizations to fulfill their visions. Charles Handy once
dedicated an entire book on
organizational change and development to the observation of George Bernard Shaw
that all progress depends upon unreasonable people (cracked pots). Shaw’s
contention was that reasonable people adapt themselves to the existing world
order while unreasonable folks attempt to adapt the world to themselves. Thus,
any significant change will be led by the unreasonable. (The Age of Unreason)
Yet, cracked pots are barely tolerated, if at all, especially
by organizations that have become institutionalized. The tragedy of
institutionalism, according to Hans Finzel, “…is that the older an organization
gets, the less room there is room for the entrepreneurially gifted. Mavericks
are messy by nature and calcified organizations chew them up and spit them out
with rigidity.” (The Top Ten Mistakes Leaders Make)
Tom Peters advocates that organizations in these changing
times need he calls the “genuine off-the-wall sorts,” “weirdos,” and “nuts.” He
maintains that revolutionary, extraordinary, and exciting breakthroughs occur
precisely because these people are in our organizations. Peters stresses that
these people are curious, passionate, flexible, and exciting. (Crazy Times
Call for Crazy Organizations)
Cracked pots need also to be decision-makers for
organizations. Much of executive decision-making is now being made by teams,
not solitary individuals. This is generally a positive move but can also be
dangerous. Merely bringing more folks into the decision-making process does not
guarantee the results we desire.
Teams can err in this regard through a process called
“groupthink.” An analysis by Irving Janis reveals that group members practice
self-censorship, pressure others to adopt the “majority” opinion, have
illusions of invulnerability, and erroneously stereotype people outside the
group, they exhibit symptoms of groupthink. The antidote to groupthink is not
even more diversity on the team, but rather the right miz of personalities. (Decision
Traps) The prophets of ancient Israel and the court jesters of medieval
kings are historical examples of cracked pots who helped to keep groupthink in
check. Finzel feels that leaving no room for mavericks in organizations is a “Top
10” mistake for leaders- “…the simple truth (is) that the greatest strides in
the advancement of the (Christian Church) have come from the radical fringe,
not the institutional core. Likewise, the business and industrial world has
been brought from one major era to another by the likes of strange inventors.”
While Finzel confesses that he fears what mavericks in his
own organization are going to do next, he more fears that he will lose his
mavericks and their achievements to others. Our ability to as leaders to
nurture cracked pots for effective organizational life reflects on our own effectiveness.
It is easy to employ people who simply “fall in line.” Granted, it is more difficult
with cracked pots. But it can be done. Consider the following actions-
1. Release
the “command-and-control” mentality that makes bureaucrats out of leaders. Keep
rules, regulations, and policies to an absolute minimum. Challenge conventional
methods that do not produce the desired results. Encourage creativity and
mistakes- yes, mistakes. They are often the best learning tools.
2. Become
mentors, sponsors, and cheerleaders for your crack pots. They are valuable
to your organization as they are not just troublemakers and malcontents. They
have ideas they are willing to share and make work to achieve organizational
goals.
3. Give
crack pots space to maneuver and leave them alone to work. Insist on clear
expectations for results but leave the methods to them except where obviously unethical,
immoral, or illegal. Overlook eccentric behavior, dress, language, and work
habits. Assign them special projects that takes creativity to complete.
Organizations need crack pots to advance their goals. Take
the time and energy to nurture them for effective work. It is worth our effort
as leaders.
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