I attended an informal meetup of Rebels at Work earlier this month. About 15 individuals all working in the same outfit gathered to share ideas, particularly about strengthening the rebel and innovation spirit in their organization. It was a great meeting judging by how well over schedule it went and the quality of the ideas we harvested. Here are a few of them; I bet many of you will find one or two useful.
- The importance of the First Follower to any Rebel at Work. I’m tempted to say that, perhaps after mastering the bureaucratic landscape, attracting your first follower(s) is the top priority for rebels at work. In fact it’s probably ideal if your First Follower is in fact a Bureaucratic Black Belt. (Ideal but probably unlikely. But we can dream!) If you want a good example of the importance of the first follower, watch this great video.
- Pay attention to what happens before and after you get your great idea. Identify the people who will try to stop you. (One person at the meeting had attended the Creative Studies Program at Buffalo State University--according to him the only such program in the country. At this program they stressed that too many innovators spend too much time and effort on the ideation process and nowhere near enough on the sticky aspects of getting it done. Here’s the link to the Buffalo State program. It looks absolutely awesome.)
- Strike a balance between the need to deal with reality and the desire to create a new reality. No great insight yet on exactly how to achieve that balance but everyone in the room had felt that tension. I guess what I would say is that you must resist the temptation to only do the former. Tactically there will be moments, perhaps even long periods, when you will need to deal with reality but you must always discipline yourself to return to your creative impulse.
- Encourage the protectors of the status quo to take a chance. The meeting ended with what I thought was a quite useful conversation about the need to reframe conversations around the idea of taking a chance rather than around avoiding risk. All situations, including the status quo, involve risk. The advantage the status quo seems to have is that it has a known risk rate or error rate. Leaders clearly prefer the error rate they know over the error rate they don’t know. One attendee at the meeting reported having luck by reframing the question around the idea of taking a chance. It was important to acknowledge that he was asking the leader to take a chance. That rang true to me. Sometimes rebels can oversell their change idea. Perhaps we need to be more honest about what we are asking of the powers that be.
Which reminds me of this old Stevie Winwoodsong:
Happy Thanksgiving to all the Rebels at Work.