Chapter 3. What's IN with High Performers?Initiatives for Creating a High-Performance Organization in the Age of the Individual
As was stated at the outset, organizations must make distinctions as to whether people's behavior is rooted in high performance/high intellect or if they are just being annoying. An additional strategy is to learn how to design organizations around the common needs and values of high performers in general. This is where we should be directing and dedicating more of our time, money, and other resources.
If you do this, the problem, in many cases, will take care of itself because your culture will not only recognize and reward performance over just plain weirdness, but will also learn to accept a certain amount of weirdness ...
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