dryriver writes: The BBC writes: Sir Richard Branson freely admits that he would be a difficult employee for any boss to manage. One of the UK's best-known and wealthiest entrepreneurs, he says that if he were a member of staff at another business, his line manager would have to "accept that I might not do things exactly as he'd like me to do them". But Sir Richard adds that the company in question would still need "to be nice to me", despite the disruption he would inevitably cause. While Sir Richard might sound like many managers' idea of a nightmare member of staff, he wants companies — of all sizes — to hire more independently minded, rule-breaking, stubborn people like himself. His argument is that the new ideas and drive that such mavericks bring to a business far outweigh the fact they may often be difficult to work with. In a world that already has plenty of business buzzwords and phrases, a new one has now been coined to describe such people — "disruptive talent". The description has been developed by business psychologists OE Cam, which recently held a discussion on the topic in London. Martyn Sakol, managing partner of OE Cam, says that a person with disruptive talent has a multitude of positive attributes that they can bring to a business. "I would define disruptive talent as individuals who think and act differently, innovate, challenge conventional wisdom, spot trends, see commercial opportunities, and tenaciously find ways to achieve success," he says. But once you have recruited self-consciously idiosyncratic talent, how do you integrate them into your workforce? And crucially, how do you make sure existing employees are not annoyed or upset by the influx of awkward people? Mr Yiend says you simply keep them apart. "The point is you don't integrate as such," he says. "You manage individuals differently, but with everyone working towards a set of common goals. "It is vital that everyone's clear on what the company's vision is, and then as a team you can succeed."