On Being an Iconoclast
Cost #2: People don’t always know how to fit you into their existing models of the market and the way things should be done.
Cost #3: You might not be in the “club”.
Particularly in the
Cost #4: The press may not care.
This is really an offshoot of points 1, 2, and 3. But it is a real price of being an iconoclast and therefore you need to have “intestinal fortitude” to evangelize your story, even when the majority aren’t willing to accept it. There are, of course, some forward thinkers who not only understand new and different stories but also relish them. Moreover, along with being an iconoclast comes a certain amount of drama or conflict which, if you care to mine it, can make for a very interesting story.
Last week I was reminded of these facts of life about being unconventional several times:
- Once when a company with a good announcement had to work really hard to get attention because: (a) the names of the partners involved were significant but not particularly chic; and (b) the subject matter was important, but not user-generated-video or other Web 2.0 mania.
- A second time when I spoke with a company that has deliberately not allowed itself to become a member of “the club” and will potentially pay a price for it.
- And a third time when I read a positive review of a new book called "Mavericks at Work: Why the Most Original Minds in Business Win". I am looking forward to learning more.
Daily, I see reminders of the price of being an iconoclast. But as much as it might cost, I still remained convinced that often it’s the way real change happens.