A pattern is seen in this group of otherwise intelligent, industrious, and motivated people. They often commit the political equivalent of suicide in their jobs by speaking out too much and too often. They push for change. They pursue corporate vision, often with greater zeal than their managers. They make others in their organization uncomfortable. Most find themselves in a desperate and difficult search for a work environment that will not only tolerate them but also celebrate their value. While employed, they are increasingly innovative, constantly questioning the status quo, challenging fundamental assumptions about the business, and helping to create or reinforce the vision of the company.

Their passion is not always welcomed, understood, or long suffered. In return for their persistence for improvement, they are rewarded with labels such as “disruptive,” “uncooperative,” “intolerant,” and “insensitive.”

These people suffer from a condition known as Disposable Visionary Syndrome, or DVS — a trait that is common among employees with a drive for change and innovation. It is usually accompanied with a headstrong belief that others will recognize the need for radical approaches and appreciate new improvements regardless of the conflict with current procedures, organizational cultures, or management preferences.