There are people who are really interesting, and then there are ‘interesting’ people. I’m hoping you know what I mean when I use the term ‘interesting people’. I mean people who might be brilliant at their work, and maybe have a heart of gold, and add a lot of value to the team, but may also rub people up the wrong way. Often, they are not great at receiving feedback.
I recently asked Leaders what comes to mind when they think about leading ‘interesting’ people. Here are some common responses:
They are people who are unique and think very differently from the rest of the team (which can be great!)
They are people who can think outside the box – they bring a different perspective
They are people who I just don’t understand
They have big personalities
They challenge the norm (and sometimes the leader!)
They often struggle with feedback – they resist it, dismiss it, or overreact to it.
They are the Prickly pears / Prickly peers in the team
They are hard work / exhausting / draining to lead
They are people who resist direction, processes, collaboration and change.
Diverse perspectives within teams are valuable. Fresh ideas, different approaches, and new insights fuel innovation. However, leading ‘interesting’ people can sometimes feel like an uphill battle.
One of the most powerful leadership strategies is to reframe how you perceive these individuals. Language matters. Labelling someone as ‘interesting’ rather than ‘difficult’ or ‘negative’ helps you stay curious rather than judgmental. Leaders who approach these team members with curiosity can transform challenging interactions into productive ones.
These individuals trust their own judgment above all else. While self-confidence is valuable, an extreme internal reference point can make it difficult for them to:
Listen to feedback from their leader or peers.
Build relationships and connect with the team.
Accept and act on feedback, because they believe they already have the best answer.
Leadership Tip: Use the Warm-Up Conversation from the Feedback Fitness Framework to create a feedback-friendly environment where they feel safe engaging in open dialogue.
These individuals thrive on doing things differently, challenging norms, and thinking outside the box. While this is great for problem-solving, when overdone, it can cause friction. They may:
Challenge every decision and resist team alignment.
Struggle to follow processes and procedures.
Change things simply because they dislike the status quo.
Leadership Tip: Acknowledge their need for autonomy but set clear expectations around when alignment is necessary. Guide them toward structured innovation, rather than rebellion.
These individuals see the world in black and white. They think and feel in extremes, using words like always, never, everyone, or no one. This mindset can make them rigid in their thinking. They may:
React to ideas with extremes: “That’s brilliant!” or “That’s terrible!”
Struggle to find middle ground or integrate multiple perspectives.
Either fully commit to a task or disengage completely.
Leadership Tip: Encourage nuance by asking open-ended questions and helping them see the value in flexibility. Use the Feedback Fitness Framework to guide them toward considering alternative perspectives.
If you lead or work alongside an ‘interesting’ person, embracing the Feedback Fitness approach can help you navigate conversations with greater ease, confidence, and connection.