The Rare Squirrel Principle: Where Uniqueness Can Lead to Competitive Advantages

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 gifted people 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 squirrel’s role is simply to be an outlier. And where there are outward differences, other squirrels may also have deeper differences within the squirrel population in eyesight, hearing, behavior, etc.. I read once that these differences have a percentage attached to them when you study populations. We naturally create difference (Meaning squirrels will have different attributes and some are likely to be outliers in other areas. That is a natural system that creates variation for overall health.).

From time to time, I meet a person who seems like a “rare bird”—or in this case, a “rare squirrel”—someone a little different than the other squirrels (the inner stuff not the outer stuff). 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 surface attritbute. Many gifted individuals grow up in environments where they struggle tone their untapped skills. They skills die on the vine. Some quit or walk away simply because the environment isn’t right for them. Not able to reach their potential or find a path.

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 skilled 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. That is important for competitiveness.

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—when they gain the knowledge and experience.

But let’s not forget our little furry friend. The 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. 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 unique attributes—the things that make them who they are. If you're grooming someone for an important role in a complex environment, you should understand the unique values of each person. 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 and think out of the box enough to make that happen. If you want people to walk in a straight line and be part of the machinery then difference is an issue. In the race for development one might discover talent in places they are not often looking. 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. The more you learn and develop, the more opportunities are likely to open. Unique talent has its advantages for certain problems and needed outcomes.

Rare Squirrels

Gifted Underachievement