Free your rebel thinkers

Free Your Rebel Thinkers, Find a Faster Growth Path Lois Kelly | Foghound | RIBX Management Conference | 5.3.12

Obedience to authority is essential togrowth and development. Obedience to authority is essential togrowth and development. Obedience to authority is essential togrowth and development. Obedience to authority is essential togrowth and development. Obedience to authority is essential togrowth and development. Obedience to authority is essential togrowth and development. Obedience to authority is essential to My rebel beginnings: growth and development. punished for speaking up in junior high; but thrived as a young journalist. Obedience to authority is essential togrowth and development.

All companies say the want More creaOve people, but…

You don’t get pearls without irritaOng grit.

The 90/30 Conundrum

Source: 2011 Foghound study: “Rebels at Work: MoOvated to Make a Diﬀerence”

Corporate rebel value Source: 2011 Foghound study: “Rebels at Work: MoOvated to Make a Diﬀerence”

33.7% Very saOsﬁed rebels can provide this value in their organizaOons.

What’s causing the disconnect?

1. How safe is it to speak up in your organizaBon?

#1 post in 8 years! Sigh…

“Nearly half of execuOve teams fail to receive negaOve news that is material to performance in a Omely manner because employees are afraid….” The Corporate ExecuOve Board “Open Door Policy, Closed-‐Lip Reality”

82% have experienced some kind of penalty for speaking the truth. Source: “Speaking Truth to Power” study Dana Theus, ReclaimingLeadership.com

Why managers don’t ask, involve: 1. Fear of negaOve feedback. 2. Unstated (and erroneous) management beliefs: •  Employees are self-‐interested, untrustworthy •  Top management knows best •  Consensus = organizaOonal health Source: “Sounds of Silence” NYU Stern School of Management

Safe corporate cultures :   People feel appreciated.   IntenOons understood.   Disagreement welcomed.   Many ways to contribute.

2. Is your organizaBon’s vision clear?

Most visions feel like this. Hard to connect new ideas to fuzziness. Hard to evaluate decisions. Hard to know if you’re making progress. Easy to get lost. Feels uncertain, someOmes frightening.

People want a concrete view of what success looks like. Then they can be creaOve on how to get to end result.

3. What are people rewarded for?

Most people rewarded for keeping the trains running. Not criBcal thinking.

Few organizaBons reward people for healthy conﬂict, honest conversaBons.

What’s a corporate rebel to do?

1. Show how your idea helps achieve organizaOonal goals, vision.

2. Find allies.

OpOmism is the greatest form of rebellion. Carmen Medina Re,red CIA exec 3. Be posiBve. What will work vs. what doesn’t.

4. Choose the right boss.

6. SomeBmes you have to leave your organizaBon.

7. Share your story, provide courage to others www.rebelsatwork.com.

GROWTH requires:   Safe culture.   Clear vision.   Rebel thinkers.

Free resources www.foghound.com/resources www.rebelsatwork.com

Would it be helpful for me to speak at your organizaBon? Lois Kelly lkelly@foghound.com @LoisKelly 401-‐333-‐5464 Foghound.com RebelsAtWork.com

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Free your rebel thinkers

by Lois Kelly

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