You hired them to be a disruptor, a change maker. You chose them because they have the exact traits you need for them to drive innovation in your company. They're passionate and direct, with the ability to see success and go after it. They're also impatient, not willing to wait around for their vision to arrive when they could instead proactively make it happen. These are the traits that make them exceptional at driving innovation but they also make them a challenging employee to manage when the environment is not set up to embrace that. 

You have an exceptionally high performer on your team. They’re amazing at what they do, someone you can just trust to get things done. They’re excellent at delivering and part of that is their ability to develop relationships with key partners and stakeholders to move things forward. In fact, they’re so good at what they do that they very rarely require much active management, just the occasional bit of support and encouragement here and there. Until now.