On Being Unreasonable

Last week, I watched an executive address 150 leaders in his organization – an organization known for its unparalleled ingenuity, ‘against all odds’ innovation, and global impact. In his remarks to close a three-day ‘leaders summit’, the executive made a request of his team:

“Please…Be unreasonable.”

Unreasonable: difficult, obstinate, without good sense…

The negative connotation of the word hit first. But within seconds, the meaning behind the request settled. And the reaction was visceral– an energy spurred by the idea of disruption, dissatisfaction with the status quo, an urge to take risks. I envisioned Monday’s to-do lists being mentally rearranged by listeners, “reasonable” tasks being shuffled off the list indefinitely.

We hear leaders struggle with the pace and complexity of today’s changing environment. How do we inspire innovation? Breakthrough? How do we stay ahead of the curve?

Doing something remarkable requires risk-taking. Inevitably, with certain risks comes failure. To motivate employees to take risks, leaders need to drive and maintain a cultural acceptance for failure. “Please…be unreasonable” set the foundation for just that.

If your organization feels starved for fresh ideas, a good first place to look is how failure is perceived culturally. Is risk being recognized and rewarded – whether it ends in success or failure? Are failures broadcast as organizational learning or swept under the rug? Are leaders encouraging employees to tackle challenges that seem impossible? If we think about what innovation truly is – upheaval, disruption, breakthrough, how could we achieve it any other way than being unreasonable?

The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man. – George Bernard Shaw

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Ashley Klecak
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