One of the best bosses I ever had was a man named Brad.

Brad knew when I was bored. He could see it before I said anything. 

Instead of waiting for me to get restless, he'd show up with something: 

"I’ve got projects for you. There's something broken I need you to fix."

I was like Fix-It Felix! I'd come in with my hammer, ready to go. 

I didn't even ask if there was a raise involved (I had mentors at the time who thought that was insane). 

But I didn't care. I was happy with my hammer, and I trusted that Brad would take care of me eventually. 

What I needed at that moment was something to fix.

That's what Disruptors do at their best. They're natural editors, natural critics, natural problem-solvers. 

They see what's broken before anyone else wants to admit it, and they're wired to move toward it. 

Give them something that needs fixing and they'll pour themselves into it without asking for permission or extra compensation. 

The work itself is the reward.

But here’s the catch: if you don't give a Disruptor a project, they're going to find one anyway.

And it might not be the one you wanted them to work on. 

That hammer is coming out either way. The only question is whether it's building something or tearing something up. 

A Disruptor without a constructive outlet will start picking at whatever's nearest:

Not because they're trying to cause problems, but because they physically cannot sit still when they sense something could be better.

If you're leading a Disruptor, the move is simple: keep them fed. 

Find the thing that's actually broken (the process no one wants to touch, the problem everyone's been stepping around) and hand it to them. 

You'll get their best work, and you'll save yourself the cleanup of whatever they would have torn into on their own.

The Trailblazers assessment identifies four core leadership styles, each with its own strengths, blind spots, and growth edges. 

If you haven't taken it yet, start here →

Once you know your style, check back on this section each week for tailored advice.

The Chief: You're often the one who sees the Disruptor getting restless before anyone else does. Use that visibility. When you spot the early signs of boredom or frustration, step in with direction before the hammer starts swinging at the wrong target.

The Innovator: You and Disruptors can be natural partners. You see what could exist; they see what needs to be torn down to get there. When you're building something new, bring them in early. They'll find the flaws before anyone else does, and they'd rather do it with your blessing than without it.

The Disruptor: If you're not getting projects, ask for them directly. Tell your manager: "I work best when I have something broken to fix. What's the thing nobody wants to deal with right now?" Don't wait until the restlessness turns into friction.

The Expert: You may find Disruptors exhausting. They move fast, they challenge systems, and they don't always slow down for nuance. But when they're pointed at a real problem, they can clear the path for you to do your deep work. Let them handle the friction so you can focus on the craft.