book

Rebels at Work

by Lois Kelly, Carmen Medina, Debra Cameron

November 2014

Beginner to intermediate

182 pages

4h 16m

English

O'Reilly Media, Inc.

Read now

Unlock full access

Whom This Handbook Is ForWhat’s in This HandbookHow to Use This HandbookWhat You’ll LearnWill You Pay It Forward?Conventions Used in This BookSafari® Books OnlineHow to Contact UsAcknowledgmentsA Word from LoisA Word from Carmen
Who Are These Good Rebels?In a World Without RebelsOrganizational Silence: We Don’t Really Want Your IdeasSomebody Do SomethingQuestions to Ponder
Good Rebel from Birth?Rebels Along the WayThree Common Rebel TendenciesBeing a Future ThinkerWorking AheadBeing DifferentAccidental RebelsPatient-Advocate RebelsCorporate Social Responsibility RebelsQuestions to Ponder
Understanding Your BossWhat Worries Your Boss?R-E-S-P-E-C-TListen Closely to Pick Up Important SignalsBuild a Rebel AllianceIncreasing Our TrustworthinessQuestions to Ponder
How Do Things Really Work?What Is Most Valued?How Are Decisions Made?What are the business cycles?How are resources allocated for new projects?Why Do People Say No?The Five WhysWhat’s Their Perspective?Which Relationships Are Especially Important?Work Politics: Four Types of People You May MeetBureaucratic black beltsTugboat pilotsBenevolent bureaucratsWind surfersDeveloping Good RelationshipsRespect other viewsEmpathize: What’s it like to be them?Ways to Avoid Organizational TrapsDon’t ImproviseSay Thank YouHave You Mastered the Organizational Landscape?Questions to Ponder
Show What’s at StakePaint a PictureShow That the Idea Can Really WorkBe Positive and PithyBuild SupportThe Ten Percent RuleGauging the Reaction to Your IdeasWhat If They Don’t Like Your Idea?Questions to Ponder
Three Stages of ConflictDisagreement: Talking About IdeasControversy: Considering IdeasControversy Is Necessary for Change……But That Doesn’t Mean We Like ItHere’s Where Your Work Pays OffSome Rebel Don’tsMaking Controversial Meetings ProductiveBe prepared, and get help from alliesShow the so-whatPaint a realistic pictureMake the meeting long enoughWhen You Are in the Arena (AKA the Meeting)Take a deep breathExplain the focus of the meetingEstablish some ground rulesAfter presenting your ideaEnding wellWhat You’ll GainConflict: Fighting About IdeasReading the Riot ActA wake-up callFormulating a rebel riot actWhen You’re Mad as HellNo personal attacksLook at their sideFind out what your anger is telling youIt’s not about being rightAcknowledge the tension and disagreementQuarantine your email and your mouthMake a listAnger will always be thereQuestions to Ponder
Ten Fears That Can Hold You BackLosing Your JobHurting Your Chances of Being PromotedIt’s easier with a supportive bossIt depends on the organizational cultureIt’s easier if you engage in good rebel practicesUpsetting Your Boss (or the Powers That Be)Hurting Your ReputationAlienating ColleaguesHaving to Deal with ConflictLooking StupidPresenting to Senior ManagementNow Go Make This HappenSomeone Else Taking CreditDealing with the Devils of Self-DoubtLean on Your StrengthsIdentify Your “Give-Up” LineChange Your EnvironmentCleanse Your AssumptionsQuestions to Ponder
Don’t Let Work Consume YouWork Is Not More Important Than PeopleHeed the Warning SignsThe Three Rs of Rebel Self-CareRetreating: Give Yourself a BreakResetting: Determine the Next StepResiliency: Find the Strength You NeedFinding friends at workLeaning on our strengthsGenerating optimism, a rebel’s greatest assetKnowing When to QuitGiving Up on Your IdeaLeaving Your OrganizationFinding the Right BossShould I Stay or Should I Go Now?Questions to Ponder

Avoiding Bad Rebel Behavior1. Play Within the Rules2. Keep Your Sense of Humor3. Be an Idea Carrier, Not an Idea Warrior4. Don’t Play the Hero5. Find Your True Rebel CallingQuestions to Ponder
What Motivates RebelsRebels Want Change That Really MattersThey Care More About Work Than MostWhat Signals Are You Sending to Your Team?Creating the Right Work EnvironmentBe Very Clear About SuccessMake It Safe to DisagreeRelationships, Messengers, and HeroesBeware Your BiasesCreate Organizational Habits that Enable ChangeDon’t Expect Rebels to Have All the DetailsGive Rebels the Right WorkReal Work, Not Innovation Task ForcesThe Thorniest ProblemsPositions for Understanding the OrganizationThe Art of Managing RebelsNo Lip ServiceBeyond General CoachingHelp them understand the organizational landscapeTeach rebels to be preparedShow rebels how to present ideasHelp rebels use controversy productivelyGuide rebels on the next stepsAre Rebels Worth the Effort?Questions to Ponder
Goals and VisionDecision MakingAssessing Timing
20 Ways to Be a More Effective RebelTop 10 Rebel MistakesTop 10 Rebel FearsOne-Line InspirationsGuidelines for FramingOpposition Tactics: The 10 Ds to Try to Stop Your IdeaCommunicating Your IdeasWhen You’re Mad as HellWays to Avoid Bad Rebel Behavior
Navigating Inside OrganizationsConflict and NegotiationCollaboratingCommunicatingCreatingGrowing Personally and Professionally

Content preview from Rebels at Work

Glossary

Accidental rebels: People who are not rebels by nature but are drafted into the role by their boss or by a cause relevant to their family or community.
Adelante: Call to action to move forward with optimism, determination, and joy.
Ass-talking: Ranting about an issue without having done any research or homework into said issue.
Athena trap: The misguided belief that ideas that fix gnarly problems can easily and quickly emerge fully formed without a messy, incremental process. Based on the Greek legend of the goddess Athena springing fully formed from the forehead of Zeus. See Carmen’s post on how Obamacare fell into the Athena trap.
Bad rebel: A me-focused individual who breaks rules, is obsessed with change, and alienates potential allies. Bad rebels usually fail, except for brilliant ones such as Steve Jobs, who had the advantage of running his own company. See also “good rebel.”
Benevolent bureaucrats: Kinder, gentler bureaucrats. Benevolent bureaucrats emerge when they see a rebel idea becoming a Big Deal with senior leadership and want to be associated with the Big Deal in some way. Because they don’t know enough to provide substantive value, they pick on small things to try to insert themselves into the Big Deal, adding unnecessary complexity to the Big Deal.
Building consensus: Stall tactic to avoid making decisions.
Bureaucratic black belts (BBBs): Individuals who have mastered their organization’s rules and culture and know how to enforce those rules, or ...