I’m a nonconformist, and I embrace it

We all cultivate our differences. We want to be unique and, above all, not fit into the “mold.”

Yet, despite its alluring “bad boy” image, the nonconformist is often seen as uncontrollable, always opposing or trying to stand out. For me, nonconformity is, above all, about offering a fresh perspective, daring to have a singular vision, and questioning certainties. Beneath its punk exterior, the nonconformist shakes things up. They help everyone embrace their own quirks. In short, they are indispensable to any healthy collective, as long as they don’t oppose everything.

1. Should I be nonconformist?

The question is a bit odd, I admit. “Should we conform to nonconformity?”, a beautiful paradox. And yet, I see every day that many of us are stifled by norms. Before making a decision, we often ask ourselves if it meets the expectations of our peers or professional environment. A dose of nonconformity could be liberating. Letting out the “punk manager” in us is often positive, if done correctly.

We know that in a brainstorming session, if everyone merely agrees with our ideas, nothing much progresses. The absence of opposition only generates inertia and blocks transformation. Yet, too much opposition isn’t positive either. We must find the right balance. To help my clients with this, I often use the “allies strategy.” Someone who disagrees with us but proposes alternatives is not an enemy, they want the project to move forward. Our allies are those who inject synergy rather than antagonism.

Accepting our nonconformity doesn’t make us enemies if we justify it. For example, when I worked at a bank in London, I shocked my American boss by regularly taking an hour or more for lunch with clients or colleagues. This is the complete opposite of the Anglo-Saxon culture, which dedicates a maximum of ten minutes to a sandwich break. But I justified this difference by showing the results I achieved with my clients.

Nonconformity, then, is not a systematic rejection of all rules; it is the assertion of your needs despite the resistance of your environment. And as long as this assertion is reasoned, it will likely be accepted. Leaving at 6 p.m. while your colleagues stay late? Explain: “It’s how I organize my work. But I’ve taken some tasks with me and remain reachable.”

2. When nonconformity becomes the norm

Today, disruption is everywhere, in business and in social norms. Attending a prestigious school and earning degrees is seen as a mark of success. Yet Bill Gates, Steve Jobs, Larry Page, and Mark Zuckerberg all chose to drop out of prestigious schools rather than follow the path laid out for them. Peter Thiel even created a scholarship for those who stop their studies to start a company! But not continuing one’s studies doesn’t guarantee success. Being different just for the sake of being different won’t lead to success. On the contrary, we will likely stand out only for our difference. Our talents and skills will lose significance.

Cultivating our difference is also a right earned through our successes. If Jacques-Antoine Granjon, CEO and cofounder of Vente-privee.com, managed to convince investors to follow him despite his long hair and extravagant rings, it was because his idea was good from the start. Stay authentic in your difference; don’t try to be different at all costs. And remember, you don’t need to be different 100%!

We often judge “uniforms” critically. In a bank, nearly everyone wears a gray suit and tie. The only way to stand out isn’t by wearing jeans and a t-shirt. Be different where it matters while showing respect for the customs of your environment. If Mark Zuckerberg usually wears jeans, he still dons a suit when meeting the Pope!

3. Managing nonconformity

There is no nonconformity without norms. We need rules to break them. And not all rules are negative. Many aspects of our business require rules to function efficiently. Think of meetings: not interrupting, allowing everyone to speak, setting an agenda, avoiding digressions, respecting time limits—these are rules worth keeping.

So how do we create friction and opposition, sources of creativity? Perhaps by formalizing nonconformity. Create specific times when everyone can break rules. If these transgressions are accepted by all, they will be positive. During a meeting, digressing, chatting about personal topics, or interrupting can help build connection with colleagues and develop emotional intelligence.

Encouraging nonconformity among colleagues can help generate very creative ideas. Sometimes, an idea that meets only disagreement is the best idea. A 2014 study by William Barnett, professor at Stanford Business School, showed that a company is more likely to succeed in a challenging market because it must conduct more thorough research and present ideas more convincingly. Google is a prime example. At its founding, the leaders in the search market had only mediocre success, and investors were scarce. Just look at Google today to understand their level of achievement.

Barnett concludes: “It is much riskier to do what is unpopular, and it has a high chance of failing. But if you succeed, you will likely be considered a genius and achieve enormous success.”

Not sure where you stand on nonconformity? Take this test offered by the Harvard Business Review!