"The most creative people I know are often the ones who have a hell-raiser trait in them, regardless of whether this comes from nature or nurture. These are people who think different, feel different, behave different. These are the people who can’t easily fit into the square corporate box. Organizations both value and despise them. They make people uncomfortable. They challenge thoughts, processes, and the status quo. They disrupt and dismiss. They push. They raise the bar for everyone else and they call people out. They’re not being difficult on purpose — they’re being themselves. They see things differently. And that comes with both opportunities and challenges. Many people — especially those who are less secure about themselves — have a hard time working with people that push boundaries and challenge the way things are done. They don’t want to be challenged. They don’t want the bar raised. They don’t want to explain why something needs to stay the same. All of this, after all, is exhausting. It’s much easier to just ignore, dismiss, or add layers of management to dilute the impact these people can have. The problem with that approach, however, is that you dilute what your organization is capable of. Embracing people who think differently is not a sign of weakness as a leader. Allowing yourself to hear the perspective of others who think differently is not a sign of weakness, it’s a sign of strength."