In the traditional corporate world, rule-benders tend to bring cold sweats to their managers.
You know, these individuals will likely get the job done, but not in the way you were thinking of. They’re often seen as troublemakers who ignore procedures and precedents.
Yet, I’m a firm believer in these rule-benders. They’re the ones who enable new ways of thinking. They’re essential to any innovation. In other words, they can be formidable change agents.
I’m not talking about the presumptuous or arrogant characters aiming to wield power at all costs. The ones cutting corners because they’re too lazy or incompetent to follow established rules.
No, I’m referring more to those people who genuinely believe there must be another way to yield optimal outcomes for their team, division, or company. And for that, they’re ready to take some liberty with existing processes or rules. They want to explore new ways of accomplishing things.
I’ve been one of these rule-benders since the beginning. That is probably one of the reasons I’m so comfortable in progressive tech companies. We had so much to invent and discover, and we recognized failure as a way to make progress.
Now, to be clear, it didn’t always work out well. Before enjoying the tech world, I had more failed experiences than I can count. I was probably perceived as an “original,” a free “electron,” and even a threat to the institutions.
I only lasted six months in a “traditional” corporation like Michelin in France during the late eighties.
Yet, once I found my way and started to grow as an executive, I made a point to nurture progressive and potentially disruptive talent.
Here are three principles I’ve followed as a manager to maximize the positive impact of fellow rule-benders while minimizing risk for the business:
1 – Align on the end goal and get a solid plan
Early on, I often made the mistake of aligning with my rule-benders on a business goal and not paying enough attention to their actual plan. The famous focus on the “What and Why” and letting your team handle the “How ”might be okay with predictable talent.
But with rule benders, you’d better know how they intend to achieve the goals. It’s where most trouble would come from if kept unchecked. So, I started investing more time than usual in the mechanics of their plans and the specific strategies they’d employ.
2- Provide a compliance framework
Bending the rules only makes sense in certain circumstances. So, as I became familiar with my rule-benders’ plans, I spent enough time talking about the negative consequences of not complying with unequivocal rules.
Yet, when some rules appeared vague or outdated, I would help them clarify what we could change and how to proceed.
3 – Regularly follow up with constant feedback
As execution progressed, I made sure to provide specific feedback. I was transparent about what the rule-benders were doing right. And also where they were taking too much risk and needed to adjust.
Such constant feedback was a powerful way to show support while ensuring we wouldn’t get off track.
These three principles helped funnel the energy of my rule-benders. We achieved results others thought were impossible to reach, like building businesses from scratch to $100 million.
But it all came with one master principle. If, despite all our efforts to do the right thing for the business, it didn’t go well, the trouble caused was my inescapable responsibility as the leader.
Of course, we’d never do anything that would cause harm or be a safety issue. But after all, I was the one who opened the possibility to different ways of getting things done.
I stood for it and provided context if we had gone too far. I even apologized and constructively took it from there with other groups, senior executives, or stakeholders.
So, give a chance to the rule-benders in your team. If you funnel their energy right, you’ll soon transform your business in the best possible ways.