Cats are independent. If you annoy them, they will scratch you. They might scratch you when you have done nothing to annoy them, as well.

Moreover, the two-legged cats are quick thinkers, and most truly enjoy every opportunity to think. This includes a certain inclination to have restless brains.

What are some challenges of managing very bright people?

One challenge is the restless brains, always looking for the next shiny, new thing. While there are individual preferences, many bright people are easily bored. If you want to keep them in your organization, you will need to let them move on within the organization quite often.

Another challenge is that, while thinking fast and being able to skip intermediate steps in reasoning is generally an advantage, it can become a disadvantage when writing down documentation and instructions for others. To explain this can be quite a management challenge.

So, how would you manage a team of “cats”?

All the usual rules of good management still apply. Specifically for a team of cats, I would add that the right degree of freedom is important, and so is enabling interactions.

Tell them what to do, but not how to do it. Each of your cats needs a framework of responsibilities, and full freedom to choose their way of working within this framework, as long as the responsibilities are met.

You might see some surprisingly creative and unorthodox solutions. After all, using their brains is probably what your company’s paying them for.

Also make sure the team interacts and functions as a team. Many tasks need to be solved in teamwork. Make regular interactions part of the framework, whether it’s in person or online.

What if you have one or two people on the team like this? How do you bring out the best in their abilities while supporting, and facilitating collaboration with, the rest of the team?

The right approach is to see it as individual differences in style and preferences regarding how they work, rather than the more or less gifted.

Also, be aware that the cats will be more eager to take on new tasks and use that as leverage for both them and the team.

The cats will feel better about their job if they can switch to new challenges within the job, and the rest of the team will hopefully see that the changes that are routinely needed can actually be fun, as the cats act as trailblazers.

Also, don’t forget to voice that you value the in-depth knowledge and commitment of those who prefer more detailed instructions, as well as the creativity of those who prefer being left to figure out the “how” part.

Say you’re managing people with expert knowledge you don’t have, or people who generate ideas, solve problems, or grasp concepts more easily than you. What do you do if you’re managing a person or team who can think leaps and bounds around you?

The key concepts are security and trust. You need the security and confidence that emanate from knowing your strengths – and to trust that neither your skills nor authority are diminished by admitting there are many things you don’t know and haven’t yet grasped.

You also need to build the trust of those you work with, showing that you trust them to be able to think for themselves and to perform their tasks.

In a well-functioning work environment, it should be perfectly normal to say, “I don’t know; let’s find out.” You can also use this to let the cats find out about the new concepts you and your team need to learn about. Let them use their inclination to look for the next shiny thing.

It’s part of your role to set boundaries and find the right balance between what the team needs to get done here and now, and the exploring and experimenting part.

Do you have any suggestions for managers who recognize themselves in your “cat” description?

Your brain often needs new challenges. Some, you will find in management. Some, in other areas. Maybe join Mensa and see what new fun your brain can find there!

Also, don’t be afraid to move on to do something new when your brain gets too restless – be it within your current organization or to a new workplace. It doesn’t have to be a promotion; it can be a similar level position that just lets you try something new.

What’s the most difficult challenge you encountered when “herding cats,” and how did you resolve it?

The most difficult challenges are the very person-related kind that you need to keep confidential, which makes this something of a trick question! But I’ll tell you about a challenge in herding volunteer cats, from my pre-chairperson days.

I had taken on the task of organizing an international Mensa meeting in Stockholm. And while there were many people who wanted to be part of it, it was difficult to get the actual work started. There were just too many brainstorming ideas, most of them totally unfeasible.

In a situation like that, there is a strong temptation to just start doing everything yourself. Luckily, I was experienced enough to know that I could never get this done without help.

So, I invited a group of potential key volunteers to a planning meeting. I used management by sugar: snacks, soft drinks, and a bottle of wine!

And by steering the discussion to very tangible smaller tasks, such as contacting hotels to get quotes for meeting rooms, I managed to get a to-do list set up with volunteer names for each of those initial tasks.

From that point on, the organization was set in motion. And, in the end, we had a great meeting, with more than 500 Mensans from all over the world.

What's Next?

Whether you’re “herding cats” as a manager or recognize some feline traits in yourself, our resources can help with practical tips.

See our article Managing Clever People for advice on helping intelligent team members to flourish, and see Managing Gifted People for pointers on working with team members whose abilities stand out.

Tip of the Week

Rise and Shine

By Kevin Dunne, Mindtools Content Editor and Writer

I used to be terrible at getting up. My dad used to say I needed a job that started at 3 p.m. He was right (again).

Snooze buttons were a terrible invention for me, coupled with an ability to fall back into a deep, deep sleep at the drop of a hat.

The only day I didn’t have trouble getting up was Sunday when I played soccer. The night before, I’d clean my boots, pack my bag, and lay out my clothes for the morning.

I was always ready for Sundays. Mondays? Not so much. And it turns out that getting ready the night before is one of the best ways to get your day off to a flying start.

Other things you can do include waking up at the same time every day, always having breakfast, listening to music, and getting some fresh air.

For more tips on being at your best first thing, even if you hate getting up, see our article, How to Start Your Day.

Pain Points Podcast

Karthik Ramanna guides people to lead confidently in a world of conflict. He directs the Master of Public Policy Program at the University of Oxford’s Blavatnik School of Government, helping top leaders to prepare for current and coming challenges.

Karthik shares his experiences and insights on this week's edition of Pain Points. Find out why there's so much outrage right now. Learn how you can safely lead yourself and your people through it. And discover how we can all find a new level of calmness and control in increasingly chaotic times.

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News Roundup

This Week's Global Workplace Insights

Age Is Not Just a Number Anymore

Bad news if you are over 56 – 46 percent of recruiters in the U.K. think you are “too old to hire.”

British newspaper The Guardian reported the figure from a recent Total Jobs survey. Other startling numbers in the report included:

• One in four jobseekers refrain from applying for jobs as they feel too old.
• 15 percent of candidates over 50 have been rejected for a job because of their age.
• 42 percent of recruiters feel pressured to hire younger candidates.

Emily Andrews, deputy director at thinktank the Centre for Ageing Better, told The Guardian there are two kinds of challenges people of that age face: practical and cultural.

She noted that job applicants can face practical issues at any age, but they may be especially prevalent for those over 50. “It’s things like having a caring responsibility and having a long-term health condition.”

She added, “You’ve got straightforward ageism and age discrimination. The opportunities that people give us are limited because of our age: so someone being told, ‘We think you’ve got too much experience for the job.’”

How to Get Over Being Overwhelmed

If you feel a little overwhelmed these days, you’re not alone. A recent GlobeScan survey revealed 78 percent of people in 31 countries believe the world’s changing too quickly for them to deal with.

Forbes suggested why – and what to do about it:

1. Official: There’s More Bad News

Analysis of 23 million headlines in the U.S. found a greater number of negative headlines since 2000.

2. There Is So Much of It

More channels, platforms and sources mean more news.

3. It’s So Urgent

Media outlets grab your attention with breaking stories.

4. Short on Depth

News is complex, but most sources cover only the most superficial details – so people don’t get to understand the issues.

5. Fake News

People worry they can’t trust the news in the post-truth era.

6. Home Alone

Few people watch the evening news together, so most make sense of events by themselves.

Forbes suggested a few practical tips to help:

• Set boundaries and manage your consumption.
• Stop scrolling – spend time in nature or read a book.
• Learn all you can about the complexities of worrying topics.
• Seek diverse points of view.
• Contribute to your community – taking positive action offsets overwhelm.

For further guidance on coping strategies, see our article Overwhelmed at Work.

See you next week for more member-exclusive content and insight from the Mindtools team!