Would you consider ‘geek’ an endearing term? What about a powerful one? Technical progress expert Andrew McAfee wants to make it the latter by transforming our perception of what it means.
“For me, a geek is an obsessive maverick. It’s somebody who can’t let go of a hard problem. They just have to wrestle it. They have to try to solve it and they’ll embrace really unconventional solutions. And I flatter myself by calling myself a geek. The flavor of geek that I am is trying to figure out where all this technology is taking us.”
His guess is that every one of our listeners is a geek in some way. We all have that unique interest or quality that the mainstream just doesn’t quite understand; maybe it’s programming, or design, or something completely unrelated. McAfee believes that we all have the power to own our geekdom and use it to make a difference.
Embracing Geekdom
The world has seen some pretty groundbreaking geeks before. Enough to make you think we’d be a bit further ahead by now. What’s stopping us from unleashing the potential of that intelligence? The answer is ironically, the very organizations we create to turn smarts into success. Andrew has studied the business world over the years – interviewing individuals who should know a thing or two about innovation. Their top-reported barrier to growth had nothing to do with the company’s actual products or financial state. It tied back to culture.
No one, regardless of IQ score, can effectively work in a space where politics, bureaucracy, and turf wars take center stage. The social aspect of business can incline people to become preoccupied with how they fit in or how they’re perceived, taking time away from what really matters. Not only that, but toxic environments that are solely focused on results tend to take individualism out of the equation. It’s not about thinking outside of the box anymore – it’s a matter of fitting in, keeping your head down, and toiling away from nine to five. Sometimes, it even creates psychological effects that can spill over into physical health.
Build a Culture of Experimentation
Not all hope is lost, though. Andrew sees a potential exception in Silicon Valley, where fast-growing companies like Netflix have proven it’s indeed possible to scale while maintaining a culture that promotes cross-collaboration and innovation. They’re a major inspiration behind his new book and likewise a source with some great lessons to teach about fostering experimentation.
One of the biggest takeaways is that the best way to drive innovation is to create an environment in which all voices are heard and respected. Too often, the loudest voice takes over, creating a situation in which everyone else shuts down or fails to contribute their ideas. This results in stagnation and a lack of progress. Companies need to create a culture where it’s okay to make mistakes, fail, and learn from them — allowing teams to iterate faster on ideas.
To that end, Andrew says that the value of group collaboration should not be overlooked. There’s actually research to support that teams are more likely to come up with innovative ideas when they’re able to work together and build off of each other’s input. It’s thought to tie back to our origins as a species when survival was based on the ability to form strong, cohesive bonds within communities.
Cognitive diversity is essential to come up with new ways of tackling problems and staying ahead of the competition. Curiosity breeds creativity and innovation, so it’s important to bring different experiences, perspectives, and backgrounds into the mix. Companies should also strive for psychological safety — that is, creating an environment in which team members feel comfortable contributing ideas without fear of judgment or ridicule.
Embrace Discomfort
The concept of psychological safety refers to a workplace where employees feel comfortable expressing their ideas, perspectives, and mistakes without the fear of being judged or punished. It’s almost like an unspoken rule that allows everyone to be themselves and take risks – all while knowing they will be supported if they fail. And it’s something that most collaborative groups and business organizations do not have.
Modern workplaces’ toxic, inside-the-box culture stifles creativity and discourages thoughtful discussion. Andrew believes in counteracting it with iteration – doing lots of small experiments, learning from the failure of each one, and adjusting accordingly.
That’s not just how beautiful pieces of art like pottery are made, but also how healthy organizations are built. By allowing team members to speak up, experiment without fear of failure, and learn from their mistakes, psychological safety is created.
Of course, putting your ideas out there isn’t easy. Andrew argues that this kind of change needs to happen on a collective level – condescending supervisors and colleagues who undermine others need to be addressed, if not removed completely. It’s also a personal challenge.
Employee training can be a powerful tool for embedding psychological safety into the core of a company’s culture.
It’s not about a one-time workshop or a checklist of soft skills – it’s about creating ongoing opportunities for growth that encourage open dialogue, constructive feedback, and shared learning experiences. TrainSMART, for instance, emphasizes adaptive learning techniques that allow employees to practice real-world scenarios without the fear of making irreversible mistakes.
This approach not only builds confidence but also fosters a more cohesive team dynamic where every voice feels valued.
Moreover, the design of training programs should prioritize inclusive communication and conflict resolution strategies.
When employees are equipped with the tools to handle difficult conversations and navigate workplace challenges effectively, they’re more likely to take ownership of their roles and contribute meaningfully to group projects.
It’s less about perfecting every move and more about embracing the iterative process – the willingness to stumble, recalibrate, and grow together as a team.
“Iterating before you feel like you’ve done enough planning. It’s uncomfortable. Arguing with people, having your ideas shot down. I can tell you from ample experience, it is uncomfortable. Openness is uncomfortable.”
Do you know what else is uncomfortable, though? Working in a stultifying bureaucracy. Openness may not feel natural to everyone, yet it’s the only way to unlock the creativity, innovation, and progress that moves society forward.
Andrew’s perspective reminds us that the best kind of growth comes from taking risks, getting out of our comfort zones, and using our mistakes as a way to learn.
If you’re looking to learn more about this fascinating topic without having to make additional mistakes yourself, I highly recommend giving Andrew McAfee’s new book. ‘The Geek Way‘ a read. It condenses his decades of first-hand experience into a comprehensive set of lessons that show how anyone can take the right risks and lead successful projects in any field.
Enjoy!
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