As an entrepreneur or business leader, your primary goal is to create an organization that not only survives but thrives at the highest level of excellence. However, many companies plateau at mediocre performance, unable to reach exceptional status.
According to organizational psychologist Adam Grant, one key differentiator is identifying and cultivating “giver” employees – those with a mentality oriented towards generously contributing value to others in the workplace.
Grant’s research reveals that across industries, teams and companies with higher frequencies of giving behaviors reap substantially better results, including profits, customer satisfaction, employee retention, and more.
The reason is that giver employees are fundamentally focused on service, generosity, and adding value rather than just doing the minimum required. They lift up those around them, share knowledge and connections, volunteer for unpopular tasks, and operate with the big picture in mind. Givers are team players who make everyone around them better.
But beware – the most obvious givers aren’t necessarily the best ones.
The Disagreeable Giver: Your Startup’s Secret Weapon (But Only if You Know How to Handle Them)
Grant’s most compelling finding is that giver employees exemplify both extremes of productivity – they are simultaneously the highest and lowest performers. What distinguishes the givers who drive superior results is their capacity to set boundaries around their generosity. While agreeable givers say “yes” to every request, often becoming overloaded and stressed, productive givers have a dissenting edge that helps them prioritize. They deliberately and strategically choose where to direct their giving nature, carefully weighing how to best match their talents and capacity with company needs.
Productive or “disagreeable” givers are discerning rather than indiscriminate in how they allocate their time and energy. They’ll turn down non-essential requests in order to focus on projects that optimally leverage their skills for the greater good. Their discernment allows them to sustain high levels of contribution without burning out. In this way, disagreeable givers combine the generosity and others’ orientation of givers with the caution and focus of matchers and takers.
Their hybrid approach makes them invaluable – unlocking the huge upside of giver behaviors while minimizing the potential downsides.
Identifying and cultivating these judiciously generous employees who can “give when it makes sense” is key to building an exceptional organization full of productive givers.
As Grant says, they are the “most undervalued people in our organizations.”
So how can business owners spot the givers, especially those diamonds in the rough?
Think of an employee you might find…well, unpleasant.
Blunt… won’t waste their time on pointless tasks but is always willing to lend a hand to improve the process or increase productivity.
That’s your disagreeable giver in action.
Disagreeable givers are the ones who deliver the feedback nobody wants to hear but everyone needs. They challenge the status quo, push boundaries, and ultimately, help your company grow.
They might not be everyone’s cup of tea, but they add depth, challenge assumptions, and ultimately, propel your business forward.
Why Disagreeability Matters
- They Challenge the Status Quo: Unlike the “yes men” who nod along, disagreeable givers question, push boundaries, and force you to think outside the box. This critical thinking leads to innovation, adaptation, and, ultimately, a competitive edge.
- They Deliver the Uncomfortable Truth: No one likes the bearer of bad news, but in the fast-paced world of startups, honest feedback is crucial. Disagreeable givers, with their bluntness, provide a reality check, preventing costly mistakes and ensuring your decisions are grounded in truth.
- They Build Trust Through Tough Love: While their methods might be unconventional, disagreeable givers hold themselves and others accountable. This tough love fosters a culture of trust and transparency, which is essential for building a strong team and navigating the inevitable challenges of a startup.
Finding the Raw and Real:
Spotting these hidden gems requires looking beyond the surface. Here are some tips:
- Go Beyond the Likability Trap: Don’t be swayed by charm or charisma. Focus on their track record of contributions and willingness to help others, even if it means being unpopular.
- Ask the Right Questions: During interviews, instead of generic queries, pose scenarios requiring critical thinking and feedback. Observe how they approach challenges and their comfort level with dissent.
- Embrace Diverse Personalities: Don’t shy away from those who march to the beat of their own drum. A diverse team with different perspectives fosters creativity and resilience, key ingredients for entrepreneurial success.
Canaries in the Coal Mine
“Bosses often say, ‘Don’t bring me problems, bring me solutions,’ Grant says.“I get why leaders say this: You want people to take initiative and be constructive, not to whine and complain. But if people can only speak up when they have a solution, you will never hear the biggest problems, which are too complex for any one person to solve. The foundation of building psychological safety is encouraging people to raise problems even if they don’t know how to fix them yet. And that empowers the canaries in the coal mine who are good at detecting threats to raise them even if they don’t have the expertise or the authority to do something about it.”
It takes courage to be the one to voice concerns, especially when you don’t know how to address them.
These “canaries in the coal mine” – those employees closest to potential risks willing to point them out – are vital to any team that does not want to live in a bubble.
More minds tackling issues leads to better solutions. I may consider a problem unsolvable at first mention, but exposing it to different viewpoints often generates creative strategies. Bringing up challenges also gives us insight into where additional skills or resources could make a difference.
Managing Grizzlies
While disagreeable givers offer immense value, their bluntness can sometimes create friction. Here’s how to manage their unique style:
- Set Clear Expectations: Establish boundaries around communication, ensuring their feedback is constructive and respectful.
- Channel Their Energy: Provide them with opportunities to contribute constructively, like brainstorming sessions or dedicated feedback channels.
- Focus on Impact, Not Delivery: Help them understand how their contributions, even if delivered bluntly, ultimately benefit the company.
Every oyster needs a little grit.
Disagreeable givers are not problem employees but problem solvers in disguise.
By recognizing their value, creating a space for their unique voice, and harnessing their critical thinking, you unlock a powerful asset that can propel your startup toward success.