Adam Grant, Wharton professor and New York Times bestselling author of Give and Take
In Rebels at Work, Lois Kelly and Carmen Medina bust themyth that passionate and rebellious types will only thrive in smallorganizations. This valuable handbook is chock-full of charts,guidelines, stories and advice to help people make positive change inbig companies -- and to have fun doing it. It is an indispensable guidefor both rebels and those who manage them.
Diane Hessan, founder and chairman, Communispace; CEO, Startup Institute
At GovLoop we have 150,000 innovators trying to improve government fromthe inside, doing the difficult work of changing bureaucracy. Rebels at Work is our new playbook for making big changes in government. Lois Kelly andCarmen Medina's clear tips and strategies are essential for navigatinglarge organizations and getting things don.
Steve Ressler, founder and president, GovLoop
Rebels at Work is a brilliant guide for change activistswho want to rock the boat and stay in it. As rebels at work we are toooften marginalised and our great ideas go unheeded. Yet we are actually the salvation of organisations. This book gives power to rebels at work everywhere. Thereare a few bosses out there who should be very scared.
Helen Bevan, chief transformation officer, NHS IQ, National Health Service, England
From the Author
Rebelshave the courage to name the elephants in the room, see new ways to solve problems, bring outside ideas into theorganization, and be the first to try new approaches. Our researchfound that rebels call out problems others are afraid to (92%) andchallenge assumptions and sacred cow practices (92%), both of which areessential to real innovation, but often shunned in organizations.
The other overlooked value rebels bring is devotion to duty. Rebelscare more about their organizations than most people. That's why we askthe difficult questions that most people feel more comfortable avoiding, and risk being snubbed for suggesting unpopular ideas. We want ourorganizations to be the very best and we believe that our colleagues and we have what it takes to achieve more than our competitors.
Why are many managers afraid/intimidated by rebels at work?
Our ideas often threaten managers' craving for status and certainty.
An overwhelming number of managers believe that they are supposed tocreate the strategy and have the answers -- and employees are meant toexecute on those ideas. Not question them. I'm the boss. Hence, I knowmore and you should respectme for it. It sounds silly in this day and age of empowerment andcollaboration, but protecting status can lead all of us to act inillogical ways. The worse case is that people at work become complacentand disillusioned, not good for people or businesses that employe them.
We humans are also wired to crave certainty. So when we rebelspresent innovative ideas that have no best practice precedents we trigger fears about certainty. Managers worry, "How will we knowthis will work? What if we make a mistake?" You get the picture. Thelast threat is autonomy. Our managers like doing things theirway. To suggest something different is to violate their sense of control and autonomy over what they know and like.
What is most surprising about rebels at work?
How many closeted, positive rebels there are, and how much untapped talent is available to organizations. People are yearning to do more atwork, but they're afraid of the backlash from speaking up. Few have had any training or mentoring on how to bring new ideas to the table and work the politicsand controversy that inevitably come with any change. That's why wewrote this book. We wish someone had given us this advice when we wereyounger. Oh, how much more effective we could have been at work!