What if you had to manage George Carlin? I was struck by that question as I reflected on the tributes paid to this comedic legend who blazed new trials in comedy and opened the door for a new generation of hipper comedy that was more in tune with the street than the vaudeville stage.

While my question is whimsical, it gets to the heart of what many managers face. How do I keep the nonconforming superstars producing? Drawing upon comments made in an interview Carlin had with Terry Gross on Fresh Air (as well as commentary on CNN’s Larry King and his New York Times obituary), here are some suggestions:

Talk goals. Carlin had a plan for his life. Some creatives are not so fortunate; they go with the flow. A manager must recognize a star’s talents – be they in design, engineering or the creative arts – and find an application for them. These high performers can see clarity where others find complexity and in the process discover new ways of doing things.

Appeal to values. Carlin loved words and wrote up a storm; he was prolific, authoring scores of books, comedy albums and TV specials. Guys like Carlin need to be productive. They love what they do; getting them to apply it to your team can boost productivity significantly. The challenge is to discover alignment between a creative individual’s personal goals and his organizational output. Find that and you can unlock an individual’s talent and skills for the good of your team.

Leverage courage. Carlin had guts; he was willing to challenge the status quo with his art for comic effect. His routine on “Seven Words You Can’t Say on Television” resulted in the Supreme Court ruling on decency standards. Managers who need to drive through difficult initiatives can use people with Carlin’s guts on their team. If you have a star like Carlin on your side, he can be a source of initiative and moral support.

But don't try to force things; some creative types may never ever fit with your team. George Carlin was once an airman in the United States Air Force. He enjoyed learning about electronics and applying his skills. It was following orders that Carlin found hard to do. He was anti-authoritarian by nature. Therefore, someone like Carlin would never work in the world of cubes and clusters. Even the Air Force tired of his antics; it court-martialed him three times by his count.

If you have a Carlin on your team, funny or not, find ways to put his creative talents to use. Even Carlin might get a laugh out of that. For real!