I‘ve been thinking about the emergence of a new type of 21st-century professional. I call them “free radicals” because they take their careers into their own hands and put the world to work for them. The commoditization of once-pricey resources like business management services (now in the cloud) and everything open-source is the wind at their backs.Free Radicals are resilient, self-reliant, and extremely potent. You’ll find them working solo, in small teams, or within large companies. They’re everywhere, and they’re crafting the future.
Who Are the Free Radicals? A Manifesto.
We do work that is, first and foremost, intrinsically rewarding. But, when we make an impact, we expect extrinsic validation: We don’t create solely for ourselves, we want to make a real and lasting impact in the world around us.
We demand freedom, whether we work within companies or on our own, to run experiments, participate in multiple projects at once, and move our ideas forward. We thrive on flexibility and are most productive when we feel fully engaged.
We make stuff often, and therefore, we fail often. Ultimately, we strive for little failures that help us course-correct along the way, and we view every failure as a learning opportunity, part of our experiential education.
We have little tolerance for the friction of bureaucracy, old-boy-networks, and antiquated business practices. As often as possible, we question “standard operating procedure” and assert ourselves. But even when we can’t, we don’t surrender to the friction of the status quo. Instead, we find clever ways (and hacks) around it.
We expect to be fully utilized and constantly optimized, regardless of whether we’re working in a startup or a large organization. When our contributions and learning plateau, we leave. But when we’re leveraging a large company’s resources to make an impact in something we care about, we are thrilled! We want to always be doing our best work and making the greatest impact we can.
We consider “open source” technology, API’s, and the vast collective knowledge of the Internet to be our personal arsenal. Wikipedia, Quora, and open communities for designers, developers, and thinkers were built by us and for us. Whenever possible, we leverage collective knowledge to help us make better decisions for ourselves and our clients. We also contribute to these open resources with a “pay it forward” mentality.
We believe that “networking” is sharing. People listen to (and follow) us because of our discernment and curatorial instinct. As we share our creations as well as what fascinates us, we authentically build a community of supporters that give us feedback, encouragement, and lead us to new opportunities. For this reason and more, we often (though, not always) opt for transparency over privacy.
We believe in meritocracy and the power of online networks and peer communities to advance our ability to do what we love, and do well by doing it. We view competition as a positive motivator rather than a threat, because we want the best idea – and the best execution – to triumph.
We make a great living doing what we love. We consider ourselves as both artisans and businesses. In many cases, we are our own accounting department, Madison Avenue marketing agency, business development manager, negotiator, and salesperson. We spend the necessary energy to invest in ourselves as businesses – leveraging the best tools and knowledge (most of which are free and online) to run ourselves as a modern-day enterprise.
In the past, those with Free Radical tendencies were described as either “freelancers,” if they worked alone, or “mavericks,” if they worked in an organization. The stereotype was that of a lone ranger that shuns responsibility. Today, Free Radicals are emerging as extremely capable leaders across industries. Sure, they’re authoring their own professional lives with great authority, but they are doing so with a deep appreciation for collaboration and shared resources.
In large corporations, I find Free Radicals questioning the norms and building a reputation as honest and action-oriented individuals; they’re trading antiquated (and opaque) information-sharing processes for the ease and transparency of Google Apps, they’re leveraging social media to gain market insights faster (and more cheaply) than the research department, and they’re always pushing for more freedom and progressive work practices that value meaningful creation over meaningless face time.
With less friction and fewer obstacles than ever before, Free Radicals are becoming masterful stewards of their ideas in the 21st century, and as such they are one of our greatest assets. Are you ready to take the reins?
Do the principles of “Free Radical-ism” ring true for you?