In many organisations there is an unspoken expectation that people will fit in. Fit the culture. Fit the way things are done. Fit in with the unwritten rules. But sometimes the people who bring the greatest value are the ones who don’t quite fit . These individuals are often known as positive deviants . They drive innovation which emerges from thoughtful deviation, not conformity. The term positive deviance was popularised by researchers such as Richard Pascale, Jerry Sternin, and Monique...

Have you ever wondered why some people get things done and others…well…they languish or talk the talk, but there’s very little to show for it? How things get done in organisations is not evenly distributed. There is great variation in capability and motivation to complete work, and…to avoid work. Here’s my observations on how it plays out: The matrix As a big fan of the 2x2 matrix to explain concepts, I created this diagram to sum up how $H!tT gets done with two axes: Strategic capability:...

Great minds think differently. It’s a phrase we nod along to, yet when it comes to hiring, many organisations continue to recruiting for culture fit . We look for people who feel familiar, who align quickly, who seem like they’ll blend in seamlessly. The problem? Too much fit can quietly become conformity. Innovation over similarity When teams prioritise similarity, innovation often stalls. New thinking gets filtered out before it has a chance to challenge assumptions. Comfort rises, but...