Inspiring Book: Originals

How non-conformists move the world

In this book, you learn

• What it means to be original.
• How leaders can better generate and champion original ideas.

Throughout history, extraordinary people have worked to move the world we live in today. Because they were nonconformists, these people were originals; i.e., they were unimpressed with the status quo and had the creativity and courage to forge and follow their own paths.

Among originals, there are inventors, entrepreneurs, authors, painters, and leaders of political movements. Martin Luther King was an original. So was Leonardo Da Vinci, and so are Bill Gates and Elon Musk.

Curiosity, the starting point

Déjà vu occurs when we encounter something new but it feels as if we’ve seen it before.

Vuja de is the reverse: we face something familiar, but we see it with a fresh perspective that enables us to gain new insights into old problems.

“The hallmark of originality is rejecting the default and exploring whether a better option exists.”

Quantity vs. Quality of Ideas

When it comes to idea generation, having many ideas proves to be a better guarantee of success. Quantity, rather than quality, gives a higher chance of originality. Therefore, people can achieve originality by generating a lot of ideas, rather than obsessing over refining each idea to perfection.

Timing: The most important factor for success

Contrary to what we typically think, the path to success does not come from the uniqueness of an idea, the capabilities and execution of the team, the quality of the business plan, or the availability of funding. The most important factor leading to success is timing.

An analysis conducted by Bill Gross, founder of Idealab, reveals that timing can account for 42% of the difference between success and failure. Indeed, studies suggest that pioneers may sometimes capture a greater market share but end up with both a lower chance of survival and lower profits.

These facts are valid beyond the sphere of business; many original people, ideas, and movements have failed just because they were ahead of their time. The bottom line is that being original does not require being first; it just means being different and better and waiting for the right opportunity.

“To become originals, you have to try something new, which means accepting some measure of risk.”

Consequently, originals are not successful because they are creative and nonconformist; they are successful because they turn their ideas and their dreams into reality. They find a way to overcome resistance to change, sometimes through counterintuitive strategies.

Take-Aways

• We can all be originals and inspire positive change in our organizations.
• Innovators and originals see the world differently and bring others into their success.
• Originals choose to champion novel ideas and values that go against the grain, battle conformity, and resist out-dated traditions.
• If you have an original idea, it’s a mistake to rush ahead with the sole purpose of beating your competitors to the finish line.

About the Author

Adam M. Grant is an American author and a professor of management and psychology at the Wharton School of the University of Pennsylvania. In addition to Originals, he is the author of Give and Take.