A few weeks ago, I read an awesome ebook on Change This (a great site where you can find a ton of free ebooks on ideas that can change the world – or at least your little corner of it) called The Freak Factory.
Turns out, David Rendall, the guy who wrote it, is a fan of Renegade HR. He wrote today’s post. Enjoy!
Renegade Genes
Dandelions are very resilient. They can grow and thrive in almost any conditions. If you have dandelion genes, you’ll be able to adapt to difficult circumstances and overcome significant obstacles.
Orchids, on the other hand, are not resilient. They require very specific environments in order to thrive. If you have orchid genes, you have a greater risk of failure when facing harsh conditions.
If you had a choice, which would you choose? Would you want to be an orchid or a dandelion? As a manager, would you want to work with orchids or dandelions?
Conventional perspectives emphasize the value of adaptability, flexibility and dandelion genes.
Orchid genes are traditionally seen as a liability. These genes increase the likelihood of “depression, anxiety, attention-deficit hyperactivity disorder, heightened risk-taking, and antisocial, sociopathic, or violent behaviors, and other problems.”
Doesn’t sound too good does it?
But this isn’t the whole story.
This genetic vulnerability is activated by negative experiences, especially early in life. Childhood trauma seems to trigger the negative potential of orchid genes. Children who don’t go through traumatic events don’t experience the downside of their fragile genes.
Additionally, scientists are now realizing that “these bad genes can create dysfunction in unfavorable contexts, but they can also enhance function in favorable contexts.” People with orchid genes aren’t just vulnerable to bad experiences; they have a “heightened sensitivity to all experiences.” Unfortunately, “most work in behavioral genetics has been done my mental illness researchers who focus on vulnerability. They don’t see the upside, because they don’t look for it.”
What we are learning is that orchids “wilt if ignored or maltreated but bloom spectacularly with greenhouse care.” They “falter in some environments but can excel in those that suit them.” This can “prove advantageous in certain challenging situations: wars, tribal or modern; social strife or many kinds; and migrations to new environments.” Because of this advantage, these seemingly “troublesome genes play a critical role in our species’ astounding success.”
Studies show that when people with supposedly bad genes “are put in the right setting, they don’t merely do better than before, they do the best,” even better than their peers with normal genes.
This research confirms my belief that characteristics perceived as weaknesses in one situation are actually powerful strengths in other situations. Situations are very influential. We find success, not when we eliminate our weaknesses and become perfect, but when we find the right fit. And sometimes we need others to help us find or create the right environments.
This truth has important implications for managing other people. It is tempting to emphasize weaknesses and dismiss employees that aren’t as hardy, resilient or flexible as their co-workers. However, in doing so, we might lose the very people who have the most potential. Our job as managers is to create environments that allow orchids to bloom.
Remember, in the real world, we see dandelions as a nuisance but we prize orchids for their rare beauty. Maybe we need to start doing the same in the workplace.
David Rendall is a speaker, trainer and management professor. He has provided leadership training and keynote presentations throughout the United States, Canada, India, Australia and the United Kingdom. His Freak Factory blog shows people how to get the most out of themselves and the people they manage by flaunting their weaknesses instead of fixing them. You can find him on Twitter at @DavidRendall.
Quotes are from David Dobbs’ article, The Science of Success, The Atlantic, December 2009
Image by tanakawho
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Great read. Thank you to Chris for bringing us this guest post. I don’t think David uses the term alignment, but that is what I think this is. Good managers and leaders can help their employees find alignment, either in their role, or a modified role, hopefully within the organization.
If not within, then good manages have to help employees realize they need to find alignment somewhere else, perhaps, as David says, so they can become that person who in “the right setting, they don’t merely do better than before, they do the best,” even better than their peers.
Great point, R.J. You are right. Alignment is a great way to describe what I’m talking about. We help others to succeed when we create alignment between their unique strengths and the work environment.
You are also right when you say that sometimes people don’t fit and we need to help them find a new environment, sometimes outside of the organization.
David Rendall