Originals: How Non-Conformists Move the World

“Although America is a land of individuality and unique self-expression, in search of excellence and in fear of failure, most of us opt to fit in rather than stand out.”

Grant regrets that most Americans lean toward conformity rather than originality. This is the easier route, but not the route that leads to great change or even great success. Grant sees America as a place that touts the values of individuality and self-expression, but with people who fail to live up to these values.

“Ultimately, the people who choose to champion originality are the ones who propel us forward. After spending years studying them and interacting with them, I am struck that their inner experiences are not any different from our own. They feel the same fear, the same doubt, as the rest of us. What sets them apart is that they take action anyway. They know in their hearts that failing would yield less regret than failing to try.”

Grant strongly believes that originals are people who affect change in the world. Originals challenge the status quo in their given domain, whether it be business, politics, or entertainment. Grant spent many years studying originality through a psychological lens and observes that originals are not immune to fear and doubt. Instead, they fear not giving things at least a try. Originals do not ask themselves whether or not others will like them—they ask themselves whether or not others will benefit from their idea.

“The biggest barrier to originality is not idea generation—it’s idea selection.”

Grant explains that anyone can have an original idea, and that this is not the main barrier to execution. Rather, the difficulty lies in pinpointing which ideas are worth executing. Grant describes false positives and false negatives, in which originals and their recipients (investors and audiences) may misjudge an idea as either too perfect or too risky. When these false judgments occur, loss usually follows.

“When it comes to idea generation, quantity is the most predictable path to quality.”

Grant challenges the assumption that a single great idea is the path to success. He describes a different approach in which people produce many original ideas and slowly refine and learn from them over time. This approach is beneficial because a high quantity of original ideas will eventually lead to a hit. Grant asserts that waiting for one big idea to come along is a flawed approach, and constantly producing ideas is more likely to lead to quality.

“Individual creators have far better odds over a lifetime of ideas. When we judge their greatness, we focus not on their averages, but on their peaks.”

In addition to his advice regarding high quantity (of original ideas) leading to high quality, Grant examines the peaks in originals’ creativity. While most assume that young people are the most creative, Grant challenges this assumption by citing many people who peaked later in life, such as Alfred Hitchcock and Robert Frost. When people produce many ideas over a lifetime, they are bound to have periods of higher and lower quality ideas.

“Status cannot be claimed; it has to be earned or granted.”

When Grant describes Carmen Medina’s struggle to be heard within the CIA (in regards to her idea to move their database online), he explains that the main barrier to her success was her lack of status. Medina began as a low-level employee and attempted to change policy before her colleagues were ready to take her seriously. She earned status through hard work and was granted it through promotions.

“If you believe you’re stuck with the status quo, you’ll choose neglect when you’re not committed, and persistence when you are. If you do feel you can make a difference, but you aren’t committed to the person, country, or organization, you’ll leave. Only when you believe your actions matter and care deeply will you consider speaking up.”

The choices people make determine whether or not they pursue originality. When a person feels their current situation is unchangeable, they are likely to follow one of two routes: neglect or persistence. Those who choose neglect usually do so because they feel there is nothing they can do, or because they are not committed enough to an idea. Those who choose persistence do so because they have a genuine desire for change and believe they are capable of creating it.

“Research shows that the mistakes we regret are not errors of commission, but errors of omission. If we could do things over, most of us would censor ourselves less and express our ideas more.”

In his research, Grant observes that when people express regret for mistakes, it is most often over things they never attempted to do or say. People lean toward conformity because it makes life easier and ensures social support—but Grant warns that denying one’s originality will lead to regret in the long run. He encourages readers to find the courage to express themselves and speak against what they consider an unacceptable status quo.

“You don’t have to be first to be an original, and the most successful originals don’t always arrive on schedule. They are fashionably late to the party.”

Grant challenges the assumption that the first person with a new idea or the first company in a new market always has the advantage. While this may be true in some cases, Grant argues that more often than not, later entries—like settler companies—have more advantages. They are able to learn from the experiences of pioneer companies. People with original ideas often draw on their own experiences and those of others, which could occur at any point in life.

“Just as procrastinating can give us flexibility on a task, delaying market entry can open us up to learning and adaptability, reducing the risks associated with originality.”

Grant believes that strategic procrastination and identifying the appropriate time to execute an original idea are keys to success. He cites Martin Luther King Jr., who wrote his famous “I have a dream” speech the night before he delivered it. King spent weeks mentally preparing and gathering feedback, which Grant considers examples of strategic procrastination. He also notes that those who delay and wait are usually more successful in the long run.

“To sustain our originality as we age and accumulate expertise, our best bet is to adopt an experimental approach. We can make fewer plans in advance for what we want to create and start testing out different kinds of tentative ideas and solutions. Eventually, if we’re patient enough, we may stumble onto something that’s novel and useful.”

Grant acknowledges that originality tends to fade with age, but this does not have to be the case. There are many strategies one can use to keep producing original ideas throughout life—like using trial and error. As mentioned before, if a person produces enough ideas, they are bound to produce one worth pursuing.

“The more experiments you run, the less constrained you become by your ideas from the past. You learn from what you discover in your audience, on the canvas, or in the data. Instead of getting mired in the tunnel vision of your imagination, by looking out into the world you improve the acuity of your peripheral vision.”

Grant explores the problems that originals face in becoming too embedded in their own ideas. Edwin Land, the founder of the Polaroid company, fell into this trap when he refused to adopt digital imaging—which led to the corporation’s stagnation. Grant believes that if people continue experimenting, gathering feedback, and testing out original ideas, they can break free from the constraints of their own philosophies.

“Along with purely positive and wholly negative relationships, we can have connections that are both positive and negative.”

Grant explores different types of relationships one can have with family, friends, and colleagues. Although people generally assume relationships are either positive or negative, Grant points to a third type of relationship: the ambivalent relationship. He argues that this type is the most emotionally draining due to its inconsistency and unpredictability. He encourages readers to convert enemies into supporters instead.

“It is our former adversaries who are the most effective at persuading others to join our movements.”

Grant cites historical figures such as Lucy Stone, a leader of the suffragette movement who recruited many vehemently opposed to her, as proof that enemies can become strong allies. Because enemies are the least likely to relent their position, if they do, they usually do so out of a genuine change of heart. As a result, former adversaries become strong advocates who can communicate with other opposers to try and convince them as well.

“Niche picking helps to solve the mystery of why siblings aren’t terribly similar; laterborn children actively seek to be different.”

Grant explores the birth order phenomenon, using several experiments and case studies to support his argument that laterborn children are more likely to become originals. He cites Jackie Robinson, the first Black Major League Baseball player, who was the youngest of five children. He explains that because older children already fill niches such as the “responsible one,” laterborn children find other “rebellious” niches. This is their way of establishing their own unique status within a family.

“When we shift our emphasis from behavior to character, people evaluate choices differently. Instead of asking whether this behavior will achieve the results they want, they take action because it is the right thing to do.”

Grant discusses strategies that parents and mentors can use to encourage originality. He asserts that when a child or employee behaves well or makes the right decision, it is essential to emphasize what this says about their character. People who are told they are good people, instead of just being told a given action was good, tend to take these words to heart—and are more likely to continue said positive action in the future.

“If we want to encourage originality, the best step we can take is to raise our children’s aspirations by introducing them to different kinds of role models.”

Grant believes children need to be surrounded by a wide variety of personalities and viewpoints to nurture their creativity and originality. He urges parents and mentors to provide their children with a wealth of choices and different people to emulate. As children’s breadth of knowledge and understanding widen, their chances for originality increase.

“Groupthink is the enemy of originality; people feel pressured to conform to the dominant, default views instead of championing diversity of thought.”

Groupthink is a sociopsychological phenomenon in which members of homogenous groups tend to become entrenched in their own ideas and norms—eventually rejecting outsiders and alternatives. Grant explains that groupthink is one of the biggest barriers to originality because it exacerbates conformity and prevents people from challenging the status quo.

“Dissenting opinions are useful even when they’re wrong.”

When Grant describes the company Bridgewater Associates, he explains that they employ a policy of encouraging and requiring their employees to voice dissenting opinions as much as possible. Employees are expected to critique the company and each other as well as regularly offer new ideas. Grant argues that even when opinions are wrong, they are still useful because they train people to continue questioning and refining their judgments.

“When you express an opinion, it’s weighted by whether you’ve established yourself as believable on that dimension. Your believability is a probability of being right in the present, and is based on your judgment, reasoning, and behavior in the past.”

Through his career in organizational psychology, Grant learned that original ideas are not enough on their own. Furthermore, the desire and resources to execute an original idea are not sufficient if those in power (investors or audiences) reject it. People need to establish themselves as knowledgeable and respected in a chosen domain before their ideas are taken seriously. Such was the case for Carmen Medina, who had to work her way up in the CIA before anyone would listen to her.

“The greatest shapers don’t stop at introducing originality into the world. They create cultures that unleash originality in others.”

Grant believes that the best originals not only embody original principles, but encourage others to do the same. Originals create environments where creativity flourishes. Authority figures such as parents and investors are able to implement Grant’s strategies to nurture originality. Grant asserts that original people have a responsibility to share their experience and knowledge with others—to build cultures where originality is fostered.

“Originality brings more bumps in the road, yet it leaves us with more happiness and a greater sense of meaning.”

Grant understands that originality is not the easiest path in life. However, he believes it is the most fulfilling path. When people conform and accept the default, they may live satisfying lives, but will likely miss the uniqueness present in every individual. Grant asserts that originality is in everyone, and that acknowledging and utilizing it leads to great happiness and meaning.

“When we’re determined to reach an objective, it’s the gap between where we are and where we aspire to be that lights a fire under us.”

Grant explores the personal barriers that sometimes hold back originals, such as anger or fear. These negative emotions can push one to act, but more often than not, they prevent people from reaching their full potential. Grant believes people should harness emotion rather than suppress it, using it as motivation to achieve their respective goals.