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Corporate rebel ebook
 

Corporate rebel ebook

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New Foghound research on corporate rebels and 10 questions for leaders who want more innovative organizations

New Foghound research on corporate rebels and 10 questions for leaders who want more innovative organizations

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    Corporate rebel ebook Corporate rebel ebook Presentation Transcript

    • Rebels at work: Motivated to make a difference research highlightsFoghound ebook Rebels at Work: Motivated to Make A Difference For more thoughts on activating change click here
    • Contents These people are ‘truth tellers’ who have the courage to challenge the status quo and question assumptions. Purpose of study 32 Without rebels Rebels? 4 who are willing to seek Overall highlights 6 Profile of rebels 7-10 and drive change, Value of rebels 11-13 stagnation sets in. The 90/30 conundrum 14 -16 10 questions for innovative leaders 19 - 29 About Foghound 30Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Why lOOk AT Rebels? I have been a rebel most of my life, spending junior high school in detention writing “obedience to authority is essential to growth and development” 100, 500,3 2,000 times. As an outsider, I have never felt comfortable with the status quo, never quite “fitting in” with any groups. I appear kind of corporate, but I have never been mainstream. This early outsider status helped me see things differently, forever asking “what if” and coming up with unusual approaches. This rebel wiring also frustrated me.Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Bosses and mentors would advise me to During workshops, I started noticing an focus more, curb my passion, and stick to interesting pattern: many of the most a more disciplined career path. Though insightful questions and ideas came from my fingers still have calluses from writing, people who are considered outsiders—the “Obedience to authority…,” I have never been rebels, outliers, mavericks and skeptics. Not able walk away from my curiosity. I love the necessarily the rising stars or the most senior path my career has taken, but there are no executives, but the people slightly outside straight lines for a rebel. who feel compelled to bring up unusual views and question sacred cow assumptions. In the past few years, I’ve been helping big companies and non-profits get unstuck What is it about rebels, I wondered. What value4 and find new ways to achieve their goals. do people with these characteristics bring to My approach is to bring together all kinds organizations? Why aren’t their voices heard of people to find new ways. Our workshops more? Why do so many companies exile their use an unstructured structure to get to “ahas.” rebels to corporate Siberia at the very same time Agendas are never completely followed, and they’re trying to make their companies more outcomes are always completely unexpected innovative? because of the creative brilliance that emerges from people thinking together in What follows are highlights from this initial new ways. research—as well as 10 questions for every leader to consider.Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Rebelling We all want to be rebels, against a but in large organizations label? only the FEW survive that label. Most of those surveyed don’t like the “Change agent” has label “rebel” because they feel the word has too many negative associations, i.e., an advantage; it suggests troublemaker.5 that you are capable of Almost half (49%) prefer change agent, working with others to 21% like maverick. create success, but you To report on the results we’ll use rebel, are NOT a destructive but rebel as in change catalyst vs. rebel the troublemaker. Rebel as in one who troublemaker. resists the status quo when they see that there could be a better way.Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Overall highlights Rebels are perceived to provide tremendous value in creating change, seeing and improving what no longer works. Most companies don’t know how to tap into the value of this internal talent, and have organizational cultures and6 mindsets that make it hard for rebels’ views to be heard. Rebels are fairly easy to identify, even in large organizations. Rebels are most motivated by the ability to make a difference, and least motivated by financial compensation, formal recognition, or personal aggrandizement.Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Greatest value rebels provide Call out problems 93% others afraid to Challenge ineffective 88% sacred cow practices Willing to be the first 86% to try new approaches7 See new ways to 79% solve problems Bring outside ideas into 73% the organization Have ideas to improve products/services 42% Detect emerging issues early Have a good pulse on what customers wantFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Profile of a rebel Risk taker 88% Creative 88% Open-minded 52% Curious 83% Flexible 50%8 Easily bored 57% Disciplined 12% Skeptical 54% Patient 2%Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • What motivates rebels? not at all somewhat very Build their personal brand Boosts their ego Like helping others9 Want to make their organization more successful Like feeling that they are making a difference Frustrated when things not working Do it because it’s just who they are 100% 80% 60% 40% 20% 0%Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • What motivates rebels to provide value? 68% 62% 54% 48% Just being asked Encouragement Get credit in Informal more for her/his from her/his boss performance recognition opinion review (thanks from10 execs) 46% 37% 32% 27% Being part of Financial Part of job Formal special“rebel” incentives description recognition problem-solving (awards) teamFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • how rebels want to be more involved11 87% 83% 79% 49% Being asked Participating Working on Being member their opinions in brainstorm special team to of company more often sessions solve issues “rebel alliance” advisory groupFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Value rebels provide to organizations a 90% 90%12 10% 10% Agree Disagree Agree Disagree To improve a corporate To create a more innovative culture, involve rebels in company, activate the finding ways to improve corporate rebelsFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • satisfaction with rebels’ ability to add value13 42% 34% 24% Somewhat Very Not at all satisfied satisfied satisfiedFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • The 90/30 conundrum If 90 percent believe that rebels help innovate,14 but only a third are very satisfied that rebels are able to provide that value, what’s going on?Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Greatest value rebels provide Call out problems others afraid to 92% Challenge ineffective sacred cow practices 92% Willing to be the first to try new approaches 88%15 See new ways to solve problems 86% Bring outside ideas into the organization 86% Have ideas to improve products/services 78% Detect emerging issues early 67% Have a good pulse on what customers want 43%Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Rebel behaviors that make companies feel uncomfortable Very accurate Somewhat accurate Go around the rules Question executive decisions Challenge the status quo Start projects without approval16 Ask too many questions Raise ideas supervisors unsure about Take unconventional approaches Influence co-workers’ views 0% 20% 40% 60% 80% 100%Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Wait a minute Did you catch that rather important contradiction? 92 percent say the greatest value rebels provide is17 challenging ineffective sacred cow practices. But 82 percent say rebels make their organizations uncomfortable when they challenge the status quo.Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Is challenge a threat? Or is challenge an18 opportunity to see things differently?Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • 10 questions for every leader who values innovation, creativity and talent.19Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Culture of innovation & change 1 When you look in the corporate mirror do you see a culture open to new perspectives? “Rebels often butt heads with their immediate supervisors20 who want helpers, not rebels. Rebels don’t want to hear, “that’s not the way we do things here.” – survey respondentFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • 2 how do you lead management discussions so that people learn how to make decisions within a paradox of innovation? “Of balancing the paradox of getting work done—with finding new ways to work?”21 “Of adhering to standards and processes—with taking risks to get to get to get a better outcome?” “Of rewarding employee cooperation–with recognizing employees for challenging the status quo?”Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • 3 Is your culture averse to rebels? Does it create obstacles or opportunities for people with the courage to challenge assumptions and ask new questions?22 “hierarchical companies and committees kill rebel ideas because the need for consensus is often at odds with the definition of rebel ideas. Companies should encourage every employee to provide input to managers and C-level executives without fear of reprisal.” – survey respondentFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • 4 If your people are your most valuable resource, how are you creating ways to tap into that their collective brilliance? How do you make sure that diverse perspectives are heard?23 “how can we have a say and know our ideas are valued and will be acted on?” – survey respondentFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • 5 Who and what filters new ideas? Are they helpful filters - or blinders?24 “look to those who are not the shooting stars, but underutilized, smart, frustrated people. They have a point of view and good ideas if only someone would listen and give them support…The rising stars aren’t the only people who have great ideas.” – survey respondentFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • 6 Do your corporate values and beliefs encourage behaviors needed to innovate? “Few of us want to be a rebel without a company.” – survey respondent25Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Talent development 7 If quickly adapting to opportunities and changes is important, how do you attract and support people who see new ways and are not afraid to change?26 “because of the dynamic world we live in, we need more rebels. I want to hire as many as I can in the coming years and be wowed by how they bring ideas together.” – survey respondentFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • 8 Do you know who and where your rebels are? Are they understood, appreciated and valued? Or are they mislabeled, misunderstood and misplaced in your organization?27 “Organizations must foster a culture where rebels are not the exception, but the the rule. No more lemmings.” – survey respondentFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • 9 How can you train all your people to appreciate rebels for the unique value they bring—vs. labeling them as malcontents? “Rebels need to understand how much their velocity scares other people. We take it for granted that everyone possesses our energy levels and28 ability to discern.” – survey respondentFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • 10 How do you help your rebels provide positive change vs. disruptive dissent? “Rebels would like to be more involved with their organizations by getting training and mentoring to help bring out the best of what29 they have to offer.” – survey respondentFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • About Foghound Foghound helps organizations get unstuck—and get on a fast track to accomplishing what’s possible. We tap into the collective brilliance of30 your people to uncover new ways to solve thorny problems and create new ways forward. Doing so burns down obstacles For more about our work, clients, and speeds adoption and background and philosophy, go to change. (We also free your www.foghound.com, rebels.) www.foghound.com/blog T: 401-333-5464 E: lkelly@foghound.com lkelly@loiskelly.comFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
    • Articles, ebooks and books by lois kelly: envisioning Change, seeing Possibilities: 15 Great Questions ebook Foghound Upping your social Communications IQ beyond buzz: let’s Talk About something Interesting “beyond buzz: The Next Generation Of Word Of Mouth Marketing” Popular Foghound blog posts worth checking out: Collaboration: The Courage To be Messy Putting Words To Why your Company exists31 The New science Of Problem solving And Creativity solving a Common leadership Problem A leader’s Three Talking PointsFoghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
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