Talented people who don't suffer fools well in your organization.  They can't keep their mouth shut even a little bit and get along, and over a relatively short period of time they wear out their welcome in your organization.  Eventually, you have to fire them.  They got voted off the island.  The people have spoken, everyone wants them out, regardless of their obvious talent.

But where do those talented people go once they've run through all the companies in the industry and people realize that they think everyone is an idiot?

Keith Olbermann is one of those talented people.  He's now been fired (or got out of Dodge right before the posse got to to town) at ESPN, MSNBC and now, Current TV.  

Where's someone like that go now?  More from The Atlantic:

"The New York Times's Brian Stelter reported Friday that Current TV has dismissed cable news host Keith Olbermann after he moved there just over a year ago from MSNBC, and the break-up does not sound amicable. In a statement, Current TV writes:

Current was also founded on the values of respect, openness, collegiality, and loyalty to our viewers.   Unfortunately these values are no longer reflected in our relationship with Keith Olbermann and we have ended it.

That might only be big news in itself if you're an Olbermann follower, though if you are, it'll come as no surprise. Olbermann has publicly sparred with his network a lot over the past few months. But of course, no story on Olbermann goes without his own enthusiastic take on it, and we expect fireworks will make this interesting."

Where do people like Olbermann go?   Eventually, he's got to work for himself, for the following 3 reasons:

1. He's running out of people/companies to take the risk.

2. No one is going to do it like he'll do it, so it makes sense that he needs to be on his own.

3. For all the bluster and broken relationships, there's still a market for his services.  

Olbermann is like the talented, combustive executive who can't stand fools (in his or her eyes) or any type of red tape or slow decision-making process at your company.  Like Olbermann, that person does great work, but has now been through 3 or 4 major companies in their industry.  There's not a lot of other places to go.

So that person, like Olbermann, needs to go work for himself.  There'll be a market for his services.  He'll take some business from you.

The problem is that not all of these types of people want to run their own business.  

Want to help someone like this?  Be a coach for them.  Let them know what's coming, and if bootstrapping their own small business from scratch isn't their thing, show them what the end looks like.  

If they don't like it, help outline what they need to change to avoid being alone at the end.