Embrace Erraticism
“Be who you are and say what you feel, because those who mind don't matter, and those who matter don't mind.”
Dr Seuss
For all the possibilities that modern technology can generate, I still see a risk of a convergence towards conformity.
What does the research say about the very best way to do things, in what order and for how long?
It is a reasonable question. But the speed and convenience at which you can find an answer to that question can also act as a deterrent to finding something better.
Tweaks and adjustments can help, sure. But what if you sought something completely different that a generative AI tool would never produce?
The biggest challenges facing modern organisations can only be solved if those who see the world a little differently and find the angles others don’t, can find a place at the leadership table.
Better still if everyone else is encouraged to discover that aspect of themselves. It’s in there.
This matters in multigenerational workplaces too. Gen Z is not short of bringing fresh viewpoints, and will welcome any opportunity to shape the organisations they serve. They may also discover a lack of interest in getting them engaged.
Furthermore there is strong evidence that succession planning has become at least as big an issue as recruitment or retention. This does not bode well for finding future leaders.
‘Erratic’ may feel like a strange choice of word. My intention was to find something a long way from conforming to a ‘we-must-just-be-consistent-culture’. <Yawn>
Organisations need access to the kind of thinking that unlocks breakthroughs.
How to shift the culture in this direction?
Here’s four aspects to consider.
1. Redefine Professional Success
Traditional definitions of professional success can create a narrow (minded) pathway.
Get your first proper job, climb the ladder, manage more people, work longer hours - we all recognise it.
Yet it is less appealing to Generation Z professionals who have no interest in burnout and are often determined to forge different paths. As someone who speaks about generations, I frequently encounter leaders puzzled by Gen Z's apparent lack of ambition, when in reality, they're rejecting what they consider to be an outdated model of success.
True professional success in today's environment needs to get beyond this culture, and the presenteeism aspect in particular.
The most valuable contributors to any organisation may never seek a traditional leadership role but can offer insights that transform their industry. They might also ask the left-field question that gets everyone thinking, connect the seemingly unconnectable and use constraints as a catalyst for creativity.
To be erratic is not the ultimate aim. It’s about embracing erraticism as a means of adding enormous value, and not settling for the first answer provided.
"Productive erraticism" is represented by the thinking patterns that appear irregular but consistently generate valuable outcomes.
Organisations that broaden their definition of success create space for these individuals to thrive.
2. Challenge Recruitment Orthodoxy
Standard recruitment practices can systematically filter out the very individuals organisations need most.
The world appears not to have found a truce between candidates relying on AI to apply (increasingly for hundreds of jobs most of which they don’t want), and organisations using it to sift (through thousands of applications, most of which they would never appoint).
When you see, as I do, videos explaining how to change the LinkedIn settings so ‘you only see the jobs posted in the last 10 minutes’, you know there is a serious issue.
Cultural fit is important, but can also be overrated and potentially discriminatory (there’s another blog). There is a difference between alignment and conformity, and too much of the latter leaves with you little capacity to innovate.
Recruiting Gen Z staff presents particular challenges because this cohort often presents differently in traditional interview settings. Their communication styles, work preferences, and career motivations don't always align with conventional expectations. Many talented Gen Z candidates are eliminated not because they lack capability, but because they don't conform to established patterns. Frequently it is the organisation’s loss.
It can be done differently. For example, scenario-based assessments reveal problem-solving approaches rather than rehearsed answers. Get people thinking on their feet and be open about what might come back.
Your new colleagues might make existing ones feel uncomfortable because they think differently. That’s a challenge to be welcomed, not to be avoided.
3. Inclusive Leadership
Traditional leadership development focuses heavily on control, consistency, and command—qualities that can stifle the contributions of more erratic thinkers. They may also struggle to get those traditional thinkers to loosen up and explore the possibilities before reeling off the risks.
It also means getting away from hierarchy, because you want everything on the table and not driven by rank. You need a safe psychological space for the big ideas to surface.
These are leadership challenges. Your leaders need to recognise value in unconventional approaches, provide guidance without constraining creativity and facilitate when your instincts might tell you to direct.
Inclusive leaders need some confidence to support an approach that might seem risky, but also to demonstrate some humility that the best ideas can come from anywhere.
Age diversity in leadership teams becomes particularly valuable here, as different generational perspectives can help bridge gaps between various working styles and expectations.
4. Rethink appraisal
Traditional performance management systems often penalise erratic thinkers because they're designed around predictable outputs, potentially standardised behaviours too.
Annual reviews, rigid goal-setting, and (whisper it, but they exist) comparative rankings can all work against individuals whose greatest contributions may be irregular, unexpected, or difficult to quantify.
Alternative approaches focus on impact rather than process and accept that success is not a straight line. Big breakthroughs don't fit neatly into quarterly objectives. Qualitative outcomes are not easily accompanied by metrics.
Formal authority structures may make little sense to Gen Z. The same applies to individual appraisal when their experience is that value is best added by collaboration.
Flexible performance frameworks allow for these variations while maintaining accountability. This might involve collaborative goal-setting that accommodates different ways of working, peer feedback systems that capture contributions invisible to management, or project-based evaluations that focus on outcomes rather than methods.
The key is creating systems that embrace rather than suppress the erraticism that make individuals highly valuable.
Remember That
You need discomfort to grow - when team members challenge conventional thinking or propose unusual approaches, resist the immediate impulse to restore comfort through conformity. Instead, explore why these ideas feel uncomfortable and what valuable insights they might contain.
Create multiple pathways to success - Not every valuable contributor will follow traditional career trajectories. Your organisation’s culture and practice needs to accommodate different definitions of professional achievement while maintaining high standards.
How can I help you?
1. Talks, workshops and seminars - including managing topics relevant to the areas below plus explaining Gen Z to Gen X and dealing with the multigenerational workplace. I’m a finalist in the 2025 Speaker Awards. Speaker showreel here.
2. My book The Snowflake Myth will be published in September 2025 - to receive a free chapter (when available 😬) please click here.
3. One to one coaching programmes for senior leaders who are swamped by their jobs so they can thrive in life. Click here to discover where you are on your journey from Frantic to Fulfilled? Just 5 minutes of your time and you will receive a full personalised report with guidance on your next steps.
4. Team coaching programmes - working IN a team is not the same as working AS a team and yet they are often treated as if they are the same. I help teams move from the former to the latter, and generate huge shifts in productivity and outcomes.
