We need to expand our definition of diversity to include the weird—a group often maligned and avoided. These are people who appear to us as different, strange, and even offbeat; they just don’t fit in.
There is potency and innovativeness in certain kinds of weirdness that can help businesses thrive.
The key for leaders is to figure out how to support weird people so that they create—not destroy—value for the company. Some of these people have stifled their offbeat creativity out of social fear, camouflaging their true selves because they think it’s not appropriate at work to be as they really are. They leave essential parts of themselves at the office door.