Eric Pennington recently interviewed me for his Epic Living blog. Here’s the conversation. Click here to see the original.
Why do rebel thinkers so often feel miserable inside of their organizations?
Three overwhelming reasons. Restlessness, loneliness, and self-doubt.
We’re a restless bunch, always seeing new ways to do things better, easier, faster, better. Yes, I say better twice because we’re wired to keep raising the bar on excellence. Needless to say our ideas and relentless energy often exhaust or threaten our colleagues and bosses. So people often keep us at arm’s length, even those who appreciate the value we bring. This can feel lonely and lead to self-doubt, “Why aren’t they moving now on this idea? Am I off base? Am I not communicating the value well enough? Is it me or is it the idea? Why can’t I just slow down and take it more slowly like everyone else? Do I belong in this organization?”
What value do most rebel thinkers bring to the table?
Rebels have the courage to name the elephants in the room, see new ways to solve problems, bring outside ideas into the organization, and be the first to try new approaches. My research has found that rebels call out problems others are afraid to (92%) and challenge assumptions and sacred cow practices (92%), both of which are essential to real innovation, but often shunned in organizations.
The other overlooked value rebels bring is devotion to duty. Rebels care more about their organizations than most people. That’s why we ask the difficult questions that most people feel more comfortable avoiding, and risk being snubbed for suggesting unpopular ideas. We want our organizations to be the very best and we believe that our colleagues and we have what it takes to achieve more than our competitors.
(see the following chart for more)
Why are many managers afraid/intimidated by rebel thinkers?
We tend to trigger three threats that are wired into every person’s pre-frontal cortex, including those of our bosses. Our ideas often threaten managers’ sense of status, certainty and autonomy.
An overwhelming number of managers believe that they are supposed to create the strategy and have the answers — and employees are meant to execute on those ideas. Not question them. I’m the boss. I’ve got the senior vice president title. Hence, I know more and you should respect me for it. It sounds silly in this day and age of empowerment and collaboration, but protecting our status can lead all of us to act in illogical ways.
We humans are also wired to crave certainty. So when we rebels present innovative ideas that have no best practice precedents or haven’t been Six Sigma’d we trigger fears about certainty. Managers worry, “How will we know this will work? What if we make a mistake?” You get the picture.
The last threat is autonomy. Our managers like doing things their way. To suggest something different is to violate their sense of control and autonomy over what they know and like.
What are the consequences of not engaging with the rebel thinker?
Missed opportunities, a complacent corporate culture, and a talent deficit.
Rebel thinkers see risks and opportunities earlier than most people. This is a tremendously valuable competence in age of such rapid change and smaller windows to seize and capitalize on opportunities. One way to look at rebels is as your “intrapreneurs” bringing entrepreneurial thinking, speed, and competitive instincts inside the organization. They spot ideas and see ways to make them real.
The other consequences are that shutting out rebel thinking sends a signal to the organization that creativity, diversity of thinking and change are not welcome. When that happens, your best talent usually leaves, and the culture becomes complacent. Not rocking the boat. Accepting good enough as good enough. In today’s hyper competitive world, few organizations can survive with a “good enough” approach.
What is most surprising about corporate rebels?
Rebels are not motivated by formal recognition or financial incentives, nor are they “troublemakers.” They’re self-motivated to want to make a difference to their organization and to solve things that are not working as well as they could. My research found that just 27% want formal recognition. What they do want is to be asked their opinions more often and be invited to work on teams to solve specific issues. They don’t want to just talk about ideas, opportunities and problems, the want to make things happen.
The second surprising thing is how many closeted rebel thinkers there are in companies. People are yearning to do more – and they know more about what to do than most executive teams realize.