The Outliers of Great Leadership Are Unconventional, Not Clowns

I have a strong preference for leaders with deep competencies and capabilities. Hiring or promoting based on seniority or entitlement poses many risks. It gives rise to protectionism and does not offer insight into the real world or a vision of the future. Quite simply, more bureaucracy is more of the same bureaucracy. That’s not leadership. The outliers of great leadership are unconventional.  You have to look for these outliers with skills and experiences rooted in effective change that benefit the organization and the world. And not themselves.  The outliers are like chameleons, able to use their competencies and capabilities in any industry or environment. They are not mercenaries or hired guns; they are guided by values and principles.

The outliers of great leadership are unconventional because they are principled and do not chase shiny objects. They are not moved by personal biases, or live with misguided idealisms; they are, above all, focused intentionally every day in bringing about the future. And they are good at being unconventional by challenging the status quo, often it is as simple as asking, “Whynot? Why are we slow? Why are we reluctant to change? It raises eyebrows but it is leadership.

In one assignment, I learned that an organization went to one internal candidate three times to assess their ability to lead. The problem was that this person was more concerned with their organizational popularity than with effectiveness. They took part in many initiatives but were unable to prove their impact. I firmly believe that leadership is not about popularity or photo ops; it is about effectiveness. Photo ops and turning up at corporate events are an inevitable part of the job, but they mean nothing when it comes to leadership.

Leadership today has had its share of missteps, and there are reasons many are now rejected from within. One executive once told me early in my career to beware clowns as leaders. I wasn’t sure what he meant at first. But as I gained more experience at the executive level, I came to understand all too well. And I will explain that more toward the end.

We are now in a world where AI, automation, tariffs, trade risks, affordability, and robotics are becoming ubiquitous and permanent. The demand for competent, capable, and unconventional leaders will be high. This is an inescapable fact of life. This is a globally technologically connected and competitive society. Whether you are afraid of AI or believe in its potential to help humanity, that isn’t the problem businesses and leaders face; it is one of survival. Avoiding change is a path to failure. That is the choice that outlier leaders can make much more easily than those transfixed on trying to prevent the world from changing.

Enter the Clowns

I don’t want to forget the cautionary tale of the clown. He shows up everywhere, with a smile and looking for attention. The clown views applause as affirmation of their leadership and feels content to remain the clown, adding no significant value. The clown can’t make choices; they keep saying yes, they lack the judgment to say no. Or worse, they crash under pressure from the masses, surrendering to bad decisions. Clowns are all around us; unfortunately, they may appear to bring happiness, but in the end, they offer no meaningful solutions beyond a smile, one-liners, antics, and turning balloons into animals. I wonder if that’s why we are now afraid of clowns, especially when they are dressed as leaders.

George Minakakis has held significant leadership roles managing the growth of organizations locally and globally.  

With oversight and direction over all disciplines. From operations, finance, legal, strategy, marketing, real estate, and business development. He is also the author of four books. Click on the image to learn more or order your copy of each book.