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Why Hiring Rare Breeds Isn’t Enough

8 minutes

At Saya Agency, we know that bold talent fuels big change—but hiring rare breeds alone won’t fix a broken culture.

Many leaders believe that bringing in rebels, artists, and mavericks will spark immediate innovation.
It’s tempting: hire the white-hat hacker, the YouTuber, the punk-drummer-turned-coder—and wait for magic to happen.

But research shows a darker truth.

A study in Organizational Behavior and Human Decision Processes found that many people actually resent creativity.
Some even associate it with negative emotions like vomit and poison.

Why?
Because creativity leads to change, and change threatens the status quo—putting traditional leadership on edge.

This is why simply parachuting “Rare Breeds” into your company won’t guarantee results.
Without structure, empowerment, and preparation, they will flounder—and so will you.

Hiring them is just the beginning.

Preparing for Rare Breeds

Set Realistic Expectations

Rare Breeds are not magic bullets.
They challenge norms, spark discomfort, and provoke fresh thinking—but they don’t singlehandedly transform companies overnight.

At Saya Agency, we tell leaders:
Change begins with leadership, not just with new hires.

Know Exactly What You Need

Before rushing to hire “creative types,” ask:

  • What specific problems are we solving?

  • What gaps exist in our thinking or skills?

  • Where can new energy create measurable impact?

Want better customer service?
Look for Rare Breeds with emotional intelligence.
Need to fire up sales?
Find those who are hot-blooded and hypnotic.

Intentional hiring matters more than just flashy resumes.

Build Cultural “Airbags”

Collisions are inevitable when rebels meet tradition.
Cultural airbags soften the blow.

  • Shield sensitive legacy projects from immediate disruption.

  • Create onboarding processes that explain both expectations and freedoms.

  • Prepare managers for pushback and innovation friction.

Without airbags, the impact can fracture your existing teams.

Empower, Don’t Just Hire

Hiring Rare Breeds without empowering them is like planting seeds in concrete.

To truly innovate, organizations must:

  • Give Rare Breeds quick wins to establish credibility.

  • Grant them access to decision-making to showcase fresh perspectives.

  • Protect their authenticity while allowing room for traditional teams to adjust.

Innovation doesn’t happen because Rare Breeds exist inside a company.
It happens because leaders actively create systems that amplify their strengths while minimizing friction.

At Saya Agency, we guide organizations through this delicate balancing act—so bold hires don’t just survive…they lead transformation.

What Happens After Hiring

Enable Early Wins

Suspicion fades when Rare Breeds prove their worth quickly.
Assign them early, meaningful projects where they can deliver visible results.

Success, even in small ways, builds trust faster than speeches ever could.

Integrate Them Into Real Decisions

Rare Breeds shine when they influence strategy, not just execution.

Give them real seats at important tables:

  • Include them in high-level meetings.

  • Invite them to share new frameworks and challenge old systems.

  • Let their ideas be heard, not just tolerated.

Innovation demands voices that dare to be different.

Keep Solving Deeper Issues

Bringing in Rare Breeds is step one.
Real transformation happens when you also:

  • Modernize leadership styles

  • Fix broken systems and tech

  • Strengthen autonomy across teams

  • Refresh outdated brand positioning

Rare Breeds amplify growth.
They aren’t a substitute for doing the work.

Rare Breeds aren’t disruptors by choice—they’re disruptors by nature.
They don’t “throw bombs” for attention; they stay true to themselves when others conform.

At Saya Agency, we believe that if you respect that authenticity—and build smart systems around it—Rare Breeds can become the beating heart of a thriving, future-ready company.

Give them time, give them space, and you’ll be amazed at what you create together.

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