The Rare Squirrel Principle: Where Uniqueness Can Lead to Executive Development

The other day, while out hunting and hiking I came across an albino squirrel. These are relatively rare, completely white except for their eyes, and are simply natural variations of gray squirrels. According to the article below, and confirmed by a quick search, they appear only about once in every hundred thousand squirrels. That rarity got me thinking about the importance of difference—not only in nature but in society and business as well.

Representing unique talent and

a unique squirrel. 

What’s a squirrel’s favorite kind of math?

Nut-matics!

There is nothing nuts about being different.

It's an opportunity.

Why was the squirrel’s house so messy?

He had too many nutty projects.

Nature is full of variation, and those differences exist for a reason. If every organism were identical, a single shift in the environment could wipe out an entire species. Variations help ensure adaptability. Perhaps the albino squirrel’s role is simply to be an outlier. And where there are outward differences like pigment, there may also be deeper differences within the squirrel population in eyesight, hearing, behavior, etc.(Meaning color migh be one but differen squirrels will have different attributes and some are likely to be outliers in other areas.).

From time to time, I meet a person who feels like a “rare bird”—or in this case, a “rare squirrel”—someone wired differently from others. They see the world differently, solve problems differently, and often live differently. While some might see this as a disadvantage, those differences can actually be strengths. How might one tap into those differences that are beneficial for things like grooming and executive development.

Consider gifted adults. Giftedness is not limited to any race, gender, or physical characteristic (other then skill formation). Many gifted individuals grow up in environments that never recognize or nurture their abilities. They die on the vine. Some quit or walk away simply because the environment isn’t right for them. Not able to reach their potential.

Executive development draws on a wide range of talents and abilities. One doesn’t need to be gifted to be an effective executive. In fact, non-gifted but highly intelligent individuals may often make better leaders in some circumstances. Yet the deeply interwoven nature of giftedness includes natural talents that can be further developed through executive education and have an opportunity to hit targets others can't even see.

Traits such as creative problem-solving, high curiosity, persistence, strong values, and intrinsic drive can form the foundation of exceptional leadership. When these traits are part of someone’s natural wiring, they represent potential that can be developed—whether through life experience or through education and training (best when there is both).

But let’s not forget our little furry friend. The albino squirrel was nearly identical to the gray squirrel it played alongside—except that it was far more visible and therefore more likely to be spotted and eaten. That risk is inherent in what it is (gifted peope stand out as well sometimes even though they try and blend with the environment.). Drop that same squirrel into a snowy environment, however, and it may outperform and outlive its gray cousins. Context and environment change everything.

What we see in others depends on our ability to recognize and understand their traits—the things that make them who they are. If you're grooming someone for an important role in a complex environment, you must understand the value of differences. Taking people with raw talent—regardless of background or socioeconomic status—and providing them with pathways for growth ensures that organizations cultivate those capable of leading them to new heights.

The analogy may seem silly, but it holds: uniqueness can be a disadvantage in one environment and a powerful advantage in another. If you want your organization to break norms and exceed bell-curve expectations, you need people who are unique enough to make that happen. (Balanced teams matter too—after all, untamed uniqueness with high ability can also create chaos.). Innovation and development requires new sets of eyes.

The moral of the story is that developing your own unique talents—and recognizing their value—is often a matter of environment and perspective. The only thing you need to do is be the best you can be. Let us not waste our human capital talent just because we don't understand.

Rare Squirrels

Gifted Underachievement