2023 -- Would you like to innovate successfully? by reBella

Would you like to innovate successfully? Than you need the right mindset! 11 reflections on the inn ovation mindset, with some extra rebel sto ries

by Simone van Neerven founder of reBella

"They told me I couldn't, that's why I did it" – Michael Jordan

Hi there, how cool to see you here! I hope you'll enjoy reading this booklet with all my 2023 columns I'd be over the moon if you let me know if you liked it

Content p. 7

A bit of rebellion can lead to magical results

p. 13

Too much in love with your solution? Be careful not to suffer the same fate as BlackBerry

p. 19

Seven excuses from people who don’t want to change (and how to deal with it)

p. 27

Why do some teams buzz with energy and others don’t?

p. 33

Why won’t managers listen to their employees?

p. 39

Oh my lord! I am a rebel. Now what?

p. 47

Today’s true innovators are regenerative farmers

p. 55

Our society converges towards ‘sameness’ and it numbs us

p. 63

Follow your passion? What a nonsense!

p. 69

The more absurd ideas, the better

p. 77

If everyone knows it’s a bad idea, it won’t happen... right?

EXTRA: p. 85

A rebel in your team? Congratulations!

p. 89

Rebels are the ‘birds of paradise’ of an organisation

p. 95

Wat makes a rebel?

p. 97

14 things you absolutely need to know about rebels

p. 103

Share your rebel story with me

A bit of rebellion can lead to magical results What do Spider-Man, Bohemian Rhapsody, and Ikea have in common? They almost didn’t exist. Fortunately, the inventors were rebellious go-getters. ‘Groundbreaking innovations often require a healthy dose of courage.’ Bohemian Rhapsody broke all the rules When Freddy Mercury proudly presented Bohemian Rhapsody to his producers, they were anything but enthusiastic. The song completely differed from all the other songs of that time. The song had no chorus and it was six minutes long, way longer than all successful pop songs that were just three to four minutes long. It also contained no fewer than five different musical styles, including opera. And so the producers refused to release it. But Mercury was convinced this was a good song and called his good friend and radio DJ Kenny Everett. He 7

asked him to play the song on the radio over the weekend to find out how the public would respond to it. They immediately loved it and went en masse to the music stores on Monday to buy it. This convinced the producers to release the song after all. Today Bohemian Rhapsody is one of the most streamed songs of the last century. Spider-Man almost did not come to life Stan Lee, the spiritual father of Spider-Man, also initially did not receive any cooperation from his publisher of the monthly magazine Amazing Fantasy. When asked to come up with a new superhero after the success of ‘X-Men’ and ‘The Fantastic Four’, he thought that the new superhero should be able to move quickly and flexibly, for example like a spider. But his publisher didn’t like this at all: “Stan, this is seriously the worst idea I’ve ever heard”. He believed that people hate spiders. He also didn’t like the idea that a teenager with personal problems would be a superhero. Back then, teenagers were always the sidekick but never the superhero themselves. And

personal problems weren’t befitting a superhero. Lee didn’t push any further. After a while, due to a lack of success, it was decided to stop the monthly magazine. Because Lee still believed in Spider-Man, he published the story in the very last issue and put him on the cover as well. When the sales figures came in, it turned out to be a great success. They decided to make a series out of it, and today everyone in the world knows the superhero. Don’t despair and follow your gut If Mercury and Lee hadn’t taken matters into their own hands, Bohemian Rhapsody and Spider-Man would never have existed. All too often innovation is held back by the establishment, often due to a lack of empathy for the new idea. It is so far beyond imagination that its potential is overlooked. Both examples show the power of following your ‘gut feeling’ and having the guts to try out an idea to see what happens.

Dare to go off the beaten track It also shows that it takes a good dose of guts to persevere in the face of opposition. When Ingmar Kamprad, the founder of IKEA, started, he encountered a lot of resistance from other Swedish furniture manufacturers. They blocked him to exhibit his furniture at the annual major furniture shows. Instead of giving up, Kamprad opened a warehouse in the Swedish countryside. People could come to explore the showcased furniture and order from a list. This is how IKEA’s world-famous ‘concept store’ came about. Elon Musk also received a lot of opposition when, in 2002, he founded SpaceX as the first commercial organization to launch rockets into space. The US Air Force refused SpaceX to launch from a base in California. Musk diverted to the island of Omelek, in the middle of the Pacific Ocean. There was an old military base from where he could freely launch missiles. In just four years, SpaceX launched five rockets. Although three of them failed miserably, they did provide very valuable information to improve the technology.

Rebellion needed Innovative ideas often seem completely idiotic at first and are rarely welcomed with open arms. They go so far beyond imagination that, most of the time, they are rejected immediately. However, often these ideas are the very beginning of breakthrough innovations. So, when you have an idea like that, it takes a good dose of rebelliousness to persevere.

Too much in love with your solution? Be careful not to suffer the same fate as BlackBerry BlackBerry was so focused on its own success that the threat of the iPhone was ignored. Therein lies a lesson for entrepreneurs: every now and then you have to take a step back and observe. And then speed up again, exactly like Slack did in 2012. Falling from grace We all know what happened to the BlackBerry. It is interesting to reflect on why things could go so wrong. BlackBerry was the pioneer in sending and receiving emails on a mobile phone. With its trademark QWERTY keyboard, BlackBerry became an instant darling of world leaders, corporate hotshots, and the rich and famous. Years ago, owning a BlackBerry device was a status symbol. When the iPhone was launched in 2007, Mike Lazaridis, the inventor of the BlackBerry, was anything but afraid 13

of the consequences. Sales figures continued to rise and in 2011 BlackBerry was at its highest peak. Lazaridis proudly proclaimed: “It is an iconic product: it is used by companies, it is used by leaders, and it is used by celebrities.” At that very moment, BlackBerry had already lost its dominant market position. Even when Blackberry sales started to plummet in 2012 and iPhones were sold like hotcakes, Lazaridis was still resisting the idea of typing on glass: “The keyboard is one of the reasons why people buy Blackberrys.” So, what went wrong? Lazaridis focused on the keyboard tastes of millions of existing users, completely ignoring the appeal of a touchscreen for billions of potential new users. Wearing blinders Falling in love with your solution can have a dramatic outcome. But how can people be so fixated that they are closed to other perspectives? In the case of Lazaridis, it was a combination of factors. He was overconfident and assumed he was on the right track as BlackBerry sales were still on the rise. He firmly kept

believing in a solution that was most likely based on his private signals and preferences. On top of that, he also ignored signs and arguments from people indicating that customer behavior was changing. Another reason for tunnel vision is that there is so much emphasis on winning, that people only focus on achieving that one goal. They won’t take time for reflection, and signals that changes are imminent are completely missed. Slack was the result of a major turnaround There is another way. In 2009, Glitch was launched, an online adventure non-violence game focussed on collaboration. Together players could create a whole new world. The developers worked from different states in the USA. They discovered that there wasn’t a team collaboration tool on the market that met their needs. So they created one themselves. Meanwhile, Glitch had about 150,000 loyal players, but it didn’t really take off. After a few years, the team decided to make a significant turnaround. The 15

collaboration tool they had developed seemed to have a lot of potential. They named it ‘Slack’ and launched it in 2013. In the first 24 hours of its launch, 8,000 companies signed up for it. Quickly after that, Slack raised a lot of money and grew into the multi-billion dollar company it is today. Be open to contrary views While Lazaridis had fallen in love with his keyboard, the Glitch team took a step back and saw that their original product was less successful than they had hoped for. A good way to prevent tunnel vision is to be open to other perspectives. For example, by listening carefully to your customers, and observing them when they use your product or service. But the most important thing is to be open to contradiction. There are always people who can pick up on the first, weak signs that something is about to change. Rejecting others’ ideas too quickly should therefore be avoided. To prevent yourself from groupthink, the best thing you can do is to organize people around you with completely different viewpoints.

Slow down to speed up It is very easy to fall in love with a solution and completely forget about the problem you are trying to solve. It’s human nature to get excited and jump in to come up with a cool solution. The danger is to completely miss changes that happen in the meantime. At times, you have to hit the brakes, look around and observe what is happening. When you do pick up something, you have to have the guts to change course.

Seven excuses from people who don’t want to change (and how to deal with it) Pioneering is fun, but can also be exhausting if you run into obstacles all the time. Here is a list of seven excuses from people who don’t want to change, including tips on how to handle each situation. A worlds-first: drug-free psychiatric treatment in a hospital In 2015, pioneer Ole Andreas Underland opened a psychiatric hospital close to Oslo where patients can opt for drug-free treatment, even those who are involuntarily admitted. This is unique in the world and differs greatly from the usual treatment method. It turned out to be a great success. After just six months of therapy, patients who had previously spent years in a traditional psychiatric hospital were once again able to live independently. However, this innovative hospital is now in danger of 19

closing. Regular psychiatry feels threatened by this new type of treatment and tries to convince politicians to end the subsidies. Pioneering often comes with opposition Being a pioneer is exciting, but it also means that you will face opposition, particularly if you work in a large organization. Then, it can be exhausting, especially when you have a strong urge to make things better. Before you realize it, you are constantly up against people who want to maintain the status quo, even if change is essential for the organization’s survival. That is because people are typically more concerned about losing their status or position than they are about their employer eventually becoming obsolete. Still, some people can achieve significant breakthroughs. They recognize how they are being thwarted and are able to get opposers on their side.

Seven ways of obstruction Obstruction manifests in many different ways. Here are seven of them, including how to deal with them. #1: “This is never going to work” In every organization, you have people who distrust every idea. They just don’t want to believe it can or should be done. When dealing with these types of people, it is best to demonstrate tangible achievements rather than coming up with an idea. People and especially managers, do not run a risk by rejecting an idea, but they do run a risk if they say no to a successful solution. #2: “This is not according to the rules” There are people who have to make sure that the company does not get into trouble. As a result, they make sure everyone complies with the rules and every risk is avoided. This effect is stronger in industries that are more heavily regulated. Involve these people as early as possible, let them clarify what they think the 21

limitations are, and then investigate together potential solutions. #3: “This is not how we do things around here” In large, often traditional companies, the majority of managers have a more traditional leadership style. Long ago, they stopped enquiring as to the rationale behind actions. The best tactic in this situation is not to try to convince them yourself, but to contact someone who has this person’s trust while also supporting your initiative. #4: “These are my contacts” Often, in a large company, power and influence are inherently tied to one’s territory. Contacts with key customers or suppliers are shielded for fear that someone else may take them over or cover up poor performance. Do you still need access to these customers or suppliers because they are crucial for the realization of your idea? Avoid confronting your colleague about it. It will

only make things worse. The best is to try to achieve some first successes with other customers and suppliers and then inform your adversarial colleague about it. He or she will do anything to quickly jump on board the success train to prevent losing their relationships. #5: “We will never earn money with this” They will only support your initiative if the idea immediately and unquestionably makes money. Because they take a significant risk that they can be held accountable for, they don’t prefer to put their hand in the fire for the bigger, more daring innovations. The information they need to convey to their peers and managers is often not fully evident. Speak with them to find out as soon as you can, and then provide the correct information. #6: “We’ve tried this before” This is something you hear a lot from folks who are incredibly inventive and entrepreneurial. They proposed the same thing years earlier but ran into a

brick wall, usually because they were too far ahead of their time or couldn’t handle the opposition they faced. As a result, they became frustrated and now employ sarcasm as a coping strategy. Speak to them, take your time, pay attention to what they have to say, and get them on board. They have contemplated it for years and have useful knowledge that will help to make it a big success. #7: “This is a great idea!” These are the people who say yes to every suggestion but then do absolutely nothing. They trick you to buy some time. Often, you don’t realize this until it is too late. Be mindful of it. Ask specific questions about the activities that they will take, and then check here and there to see if these actions have indeed been carried out. Get people on board Obstacles come in all shapes and sizes. There is a simple three-factor formula that can be used to get

people on board. There must be a sense of dissatisfaction with the way things are going. The more dissatisfaction there is, the more likely people want to adopt new ideas. Furthermore, it is critical to have a clear vision of what the situation might look like in the future. This vision spreads more quickly the more appealing and inspiring it is. Finally, it is crucial to know and share the first concrete steps to achieve that vision. Just by simply getting going and adjusting along the way you will convince many people. Your idea is not that edgy if you don’t encounter any obstruction Resistance is inevitable when you are working on new things. It’s part of it and in fact, if everything goes smoothly you have to ask yourself whether what you want to achieve is truly that groundbreaking. If you can get the people on board who are most opposed to your idea, they will become your greatest supporters and success is guaranteed. 25

Why do some teams buzz with energy and others don’t? Building a well-functioning coalition is difficult with super chickens in your team. Manchester United soccer coach Erik ten Hag understood this very well. He asked star player Ronaldo to leave, and now, the team is back on track again. ‘A team that can work well together is much stronger than a brilliant individual.’ The ‘super chicken-effect’ in teams Evolutionary biologist William Muir wondered whether it would be possible to breed “super chickens” that laid more and bigger eggs than the rest. He used two groups of hens for his experiment. Chickens with an average egg output made up one group. The so-called “super-chickens,” chickens with better output, made up the other group. The two groups lived separately from each other. After some time, the two groups were compared. The 27

average chickens were all healthy, plump, and laid a ton of eggs. In the super-chicken group, however, only three were still alive. They had pecked each other to death. The super chickens turned out to be more productive at the cost of the productivity of the other chickens. It is all about teamwork and putting the team’s interest first If you have a group of super chickens, they compete, fight, and damage each other in their drive for success and dominance. Regular chickens thrive off of each other and are content to live together in an environment that they can improve together. They work as a team to progress and build. The comparison to businesses was drawn by University of Bath professor Margaret Hefferman. She states that super chickens in the workplace affect the morale of the entire team. If one on the team tries to be the star, it causes problems for the rest of the team. The secret to successful teams seems to be collaboration and prioritizing the needs of the team.

The miraculous comeback of Manchester United A good example of a super-chicken at work comes from the soccer club Manchester United. The team had been extremely successful for years, but its performance had drastically declined in recent years. When Ten Hag became the team’s trainer in April 2022, he seemed to be faced with a mission impossible. The turnaround of the team started just a few months later when Ten Hag parted ways with Ronaldo, who was seen as the star player of the team. Ten Hag saw that his diva behavior had a major, negative impact on the entire team and thus he asked him to leave. Not long after, Ten Hag added Wout Weghorst to the team. Weghorst is the opposite of a super chicken. He turned out to be a great team player who brings out the best in the other team members. He doesn’t mind not scoring himself, either. The impact of too much talent Researchers at the VU University in Amsterdam discovered that soccer teams with 60% or more top 29

talents perform significantly worse because they collaborate less effectively. This effect is not limited to the top level only. The same is true for amateur teams and youth teams; they both also perform worse when they have too many very talented players on their team. Hotspots are breeding grounds for creativity, action, and energy Successful teams are brimming with energy. They are often more innovative and perform significantly better. And that’s exactly what fascinated Lynda Gratton, a professor at the London Business School. She asked herself the question of why one team, department, or organization is a hotspot while another is not at all. Her research shows that the will to collaborate is crucial. She also found that an overarching, inspiring goal or challenge is contagious and ensures that employees are set on fire. The third important factor is the ability to collaborate across departments and divisions. But, if the objectives are not met, all of this energy is still useless. So, meeting the ambitious goals requires

employees who dare to take ownership and managers who create an environment where employees can and dare to do this. Successfully innovate and perform A team that works well together is much stronger than one brilliant individual. The innovative power of an organization does not come from solo genius or an occasional brainstorming session with each other. It requires a deeply rooted will to put the organization’s interests first, to look beyond the boundaries of departments, and to genuinely work together. So, if you want to innovate and achieve results with your team or organization, do you have the guts to say goodbye to the super chicken in your team?

Why won’t managers listen to their employees? Organisations that listen to their employees perform better. Yet many managers ignore good ideas from their employees. Why is that? “They often take criticism too personally and believe their abilities are being questioned.” Being silenced Sandra Palmen works as a top lawyer at the Tax and Customs Administration of the Dutch government. By the end of 2016, she is instructed to investigate the childcare benefits system. Palmen publishes a devastating report in March 2017 warning of all the wrongdoings. However, her suggestions are disregarded, and Palmen’s position is “reconsidered,” which essentially means that all of her duties are taken away from her. Palmen leaves. Years later, the topic becomes one of the most contentious political affairs in the Netherlands. 33

A parliamentary inquiry takes place and Palmen’s full story comes out. To help prevent similar incidents in the future, a new position is formed within the Dutch Ministry. She currently works independently to support public officials in developing a stronger sense of the Rule of Law, a moral compass, and the courage to speak up when they notice something is wrong. No longer wish to live After several years, things finally worked out for Palmen. However, it isn’t always the case. Senior policy officer Arthur Gotlieb at the Dutch Healthcare Authority became increasingly concerned about the organization’s shifting culture and produced a thorough report on every misconduct and misbehaviour. He subsequently faced systemic opposition and began to get poor performance ratings. This had such an impact on Gotlieb that he made the decision to take his own life in 2014. Strong sense of righteousness Palmen and Gotlieb shared a commitment to the

common good and a strong sense of justice. While many opted to remain silent and carry on as usual, their urge to step in and help was much stronger than their desire to fit in. Paradox Numerous studies have been done on the power of listening to employees. They repeatedly demonstrate that when companies listen to their employees and are receptive to their ideas, insights, and concerns, they perform better and are more inventive. A diverse viewpoint or fresh perspective, however, is not always welcomed with open arms. There are a surprising number of managers who choose to disregard good suggestions from their team members, going so far as to actively try to silence them. They exclude the team members, and those who speak up may even face sanctions. How come?

Feeling of inadequacy According to a study by Fast, Burris, and Bartel, managers who lack confidence in their abilities and feel unqualified are less likely to ask for or welcome employee advice. They feel threatened by ideas for change rather than seeing them as an opportunity to better themselves and the organisation. They frequently take criticism too personally and believe their skills are being called into question, even though the employee just wants to make things better. Busy busy busy Another factor is the pressure at work. Managers may feel they can only concentrate on the short term since they are so busy. Additionally, they frequently think that have no power to change things. And so they believe that listening to workers would simply slow down things and create unrealistic expectations. There’s the rub: employees often know how to structurally fix a problem or stop new ones from developing. This would free up time to tackle new

things. Therefore, breaking this cycle would be very beneficial for managers, but doing so calls for guts and a long-term perspective. Bringing back humanity In recent years, the emphasis has been so much on increasing efficiency that the human element has taken a back seat. One scandal after another is breaking up more and more organizations as a result of this. Employees who can walk around in awe and dare to speak out if something is wrong, are so badly needed. They are the ones who help move the organization forward. With their strong moral compass, they are excellent at touching raw nerves, especially when it comes to the lack of humanity in situations.

Oh my lord! I am a rebel. Now what? As a rebel, you have unique qualities that you can use to help your team or organisation. Here are five of them, plus what to do if nobody is listening to you. Lots of people identify as a rebel, but feel they cannot show it Companies want to be more innovative but expect their employees not to step out of line too much. Francesca Gino, a Harvard Business School professor, has been researching the subject for years. She discovered that almost half of all employees believe they must adhere to the rules and regulations in place at work. Two thirds feel there is a barrier to asking questions, and more than half claim that no one in their workplace is challenging the status quo. And this is a big problem. Many people identify as a rebel to a greater or lesser extent, but most of them remain silent. Because rebels are often seen as troublemakers. There are quite a few examples that 39

show how poorly rebels are treated, which is why most of them keep their mouths shut. What if you are that rebel, though? How can you best handle that? Here are five qualities that make you unique and that you could use to your advantage. #1: You dare to be different One of the best basketball players of the moment is Lebron James. If he could put his ego aside, he mightbe even more successful. He scores about 73% on the free throw using the overhand technique. However, research shows that the underhand throw leads to better results. But James, just like almost all basketball players, refuses to use this. They refer to it as the grandma style and think it’s for sissies. Shaquille O’Neal, with a score of just over 50%, once said, “I’d rather shoot 0% than underhand.” Former NBA player Rick Barry could care less and set aside his ego in the team’s best interest. His underhand throw helped his team win a lot of games in his last seasons when he scored no less than 94%.

#2: You are incredibly curious You always walk around in great amazement. You constantly wonder why things are the way they are. If you can’t do something, you’ll teach yourself how to do it. If you don’t understand something, you’ll keep asking questions until you have figured it out. Just be aware that not everyone shares this drive of questioning and investigating everything. For them, your questions can be pretty annoying at times. #3: The status quo makes you uncomfortable You have a keen eye for bureaucracy and systems that don’t make sense. You quickly identify better, faster, and simpler methods. Once you have the solutions, you can’t let go and you just get to work. You have a deeprooted desire to make things better, even if doing so might cost you your job. Whereas many people feel most comfortable with little or no change and prefer to leave things as they are, rebels feel uncomfortable with the status quo and will immediately begin improving things. 41

#4: You see through things quickly and sharply and you have excellent foresight You can observe sharply and see problems coming from miles away. You pick up on trends and developments that so far have gone unnoticed. Your ability to think deeper is well-developed and you are not afraid to ask challenging questions. You can therefore come up with less obvious solutions, which is critical to solving long-lasting problems and systematic changes. But don’t forget that you are far ahead of others. Be prepared for the fact that people will misinterpret you and dismiss your ideas as ‘weird’ and ‘this will never work’. At the beginning of 2019, Vueling Airlines’ head of innovation proposed to the board of directors to invest in the then relatively small company ‘Zoom’ as an additional business model. She was looked at as if she had lost her mind. What if they had had the courage to do so at the time?

#5: You have a strong sense of justice In 2021, Sam Bankman-Fried was featured in the Forbes 30-Under-30 as one of the most esteemed youngbusiness geniuses. A year later he was arrested for fraud. And he’s not the only one. Research shows that the Forbes 30-Under-30 collectively raised about $5.3 billion in funding, while also being detained for more than $18.5 billion in fraud and schemes. Rebels possess a strong sense of morality. They have an intuitive sense of what is morally right or wrong. Unlike many others who choose to look the other way, they speak up when something is wrong. This a muchneeded quality in times with one scandal after the other. Often, long in advance, rebels have signaled that something is not right, but they have either been silenced or they have taken their money’s worth and left. Don’t take things too personally and stay positive Being ahead of the troops inherently means that you will be faced with a lot of resistance. It is tempting to 43

become cynical and ending up in a downward spiral. But don’t take this opposition too personally. Usually, it is not directed at you as a person. It is an expression of a feeling of discomfort caused by you rubbing against the system that makes them feel so safe. Additionally, people do not like hearing constant grumbling and sarcastic humor. Negativity repels people, while positivity attracts. So stay positive, be helpful, and always present ideas or a different perspective with a smile. A world of possibilities We face so many big challenges that we don’t need egotistical leaders. We need people who love to explore the unknown and who act in the interests of the larger good instead. Who have the ability to come up with solutions that no one else has. Who identify wrongdoings at an early stage and dare to speak out to prevent major fiascos. Rebels thrive in a setting that encourages originality and creativity. With their great sense of justice, they

can help an organization in making moral and strategic choices. A disruption board is a perfect role for a rebel. This board keeps the top management of the organization sharp and comes up with practical solutions and fresh business ideas. Does your organization not have such a board? Then start a lobby to establish it. The rebel would also be excellent in the role of “friction hunter.” Always on the lookout for bureaucracy and finding innovative ways to get rid of it. This does not necessarily have to be a full-time job, but can also be a role within a team. Dare to leave if you feel unappreciated Alex den Heijer once said, “If a flower doesn’t bloom, you fix the environment in which it grows, not the flower itself.” Are you working somewhere where people are constantly trying to change the flower rather than the environment? Then it would be best to simply leave and find an organisation where you are valued and can thrive. 45

Today’s true innovators are regenerative farmers Solutions do not always come from technology. In regenerative agriculture, farmers take a step back to learn from nature. ‘Such a holistic approach would also be very useful for organisations.’ Dare to step up The Netherlands cultivates flower bulbs over a total area of roughly 27,000 hectares. Johanna and John Huiberts grow 40 of the 65 hectares that are farmed organically. About ten years ago, after years of conventional farming, they made the courageous decision to do things radically different. From that point forward, the emphasis was entirely on improving the soil and bringing back the earth’s life. They now collaborate with nature rather than fighting it. Because they had seen that if you create the right conditions, nature will take care of itself. 47

A big mental step This method of farming necessitates a completely different way of thinking and acting, even though it may appear all the same to an outsider. For Huiberts, that meant letting go of just about everything he had learned up to that point. Instead of using a big tractor to deeply plow their field, they now keep the soil covered all year long, ideally with growing plants. And when a harmful weed or insect comes along, suppress the urge to radically exterminate it but find a natural remedy to get rid of it. Learn something new every day It wasn’t easy and still isn’t. Just like in organizations where a standard innovation approach does not work, there is no standard implementation plan for regenerative agriculture. That means you have to experiment every day to figure out what works and what doesn’t. Although it can be tempting to act hastily and superficially, it is much better to take your time and

look for the root causes of the problem. By doing so, you’ll be able to break the cycle of implementing quick fixes to problems that were brought on by previous ones and structurally eliminate the problem. This requires a healthy dose of creativity and innovation. For instance, the majority of equipment is designed for traditional agriculture. No machinery exists to plant bulbs beneath crops that are already growing to keep the land covered. And so Huiberts designed and built such a machine himself. Nearly all of today’s major problems are interrelated In the meantime, Huiberts got rid of the extremely persistent plant disease stem nematodes that made their flower bulbs unsellable, and the business is now thriving like never before. Huiberts now grows more than a hundred different varieties of flowers, and the bulbs are chosen based on the insects they attract. He selects ground cover plants that are good at fixing nitrogen and aid in nutrient buildup. Their soil is getting healthier and more alive, which 49

allows it to store more carbon. They observe a significant increase in the biodiversity on their land because life underground means life above ground. During the bird count at the beginning of this year, more than 18 species were observed, which is almost a tenfold increase compared to when Huiberts started with regenerative agriculture. The soil’s airiness helps in regulating the water; during droughts, water is better held, and during heavy rains, the soil effectively absorbs the water. Additionally, the soil serves as a filter and the ditches around Huiberts’ land are clean. Because smaller machines are used or, in the case of Huiberts, because he doesn’t have to dry his bulbs in the shed, this kind of farming also uses significantly less energy. Additionally, the usage of artificial fertilizer, whose production consumes a tremendous amount of energy and releases a lot of CO2, is no longer necessary. Back to the fundamentals These days, we believe that every problem can be

solved with technology. The most innovative thing we can do, though, is to take a step back. Instead of inventing innovations to solve the problems we created with the previous innovation, it becomes increasingly important to approach the problem holistically, understand how one affects the other, and learn from nature. Because nature works regeneratively by default. Organizations can learn a lot from regenerative farmers Regenerative farmers understand the interconnectedness of all parts of the system in which they work. Organizations would likewise benefit greatly from such a holistic approach. Projects and departments should cooperate rather than compete with one another. For instance, the strategy and innovation teams shouldn’t operate independently from the sustainability team. Additionally, regenerative farmers don’t operate under strict authority. Instead, they create a setting where everything that nature offers can thrive in its best form. They operate by a handful of clear, unambiguous 51

principles that serve as a guideline for their actions. There is a big parallel with organizations. Provide the right environment for your employees so that they can get the best out of themselves. Give them some clear guidelines, as Ray Dalio does in his book ‘Principles’, and you’ll see that magic happens in the team. Let’s stop talking about sustainability, please Finally, let’s go from discussing sustainability to talking about regeneration. Because regeneration focuses more on maximizing good impact than it does on minimizing negative impact or maintaining what we currently have. And that’s what we desperately need right now.

Our society converges towards ‘sameness’ and it numbs us White walls, wood, and black steel. We see these design elements everywhere; in homes, workplaces, and coffee shops. That feels comfortable, but it also dulls our senses. ‘There are fewer surprises that tickle us and that doesn’t do our creativity any good.’ Everything looks more and more the same Laurel Schwulst, a New York based artist, wanted to redecorate her apartment in 2011. In her search for inspiration, she turned to Airbnb. On that platform, she could poke around in other people’s homes all over the world. On a digital inspiration board, she collected images of appealing interiors. She quickly noticed that while the Airbnb experience is supposed to be about real people and authenticity, the majority looked the same, whether it be in Brooklyn, Osaka, Rio de Janeiro, Seoul, or Santiago. White walls, raw wood, Nespresso coffee machine, Eames chairs 55

(replica or not), open cupboards, Edison light bulbs. A style in which the rawness of industrialism is combined with the elegance of minimalism. It’s not just homes This style is not just found in living rooms. In the meantime, almost every coffee shop, workspace, and hotel or airport lounge looks like this. We are surrounded by more of the same all the time. This phenomenon of converging towards one particular style is everywhere. Over time, the logos of expensive clothing brands have become more similar; simple, thick black letters without fancy details. The same goes for cars. They are becoming more and more uniform in terms of size, shape, and accessories. Even the colour has become more homogeneous; in 1996, about 40% were black, white, gray, or silver. Today, it is no less than 80%. Entire neighbourhoods look alike. Book titles, video games, movie posters, and so on increasingly appear in the same style. With filters on social media and

through Botox and plastic surgery, even people are starting to look the same. Tattoos used to be the ultimate act of rebellion, but now almost every teenager from the age of 16 already has several all over their body. And thus, you are almost more ‘original’ if you don’t have one. We live in the age of average We are also increasingly supported and guided by algorithms. Those models are trained with existing data and provide results that are more of the same. And so we are increasingly becoming a ‘society of sameness’. And there lies an even greater danger in it. What if these models use the output they have produced themselves? In general, copies of copies often lead to worse outcomes. Researchers from Oxford, Cambridge, and London Imperial College discovered that if a model learns from data generated by another model, degeneration occurs. With each iteration, the algorithms filter out fewer exceptions and struggle more to separate fact from fiction. Originality dwindles, and the models even 57

start producing false results. It feels nice and comfortable, but it also dulls our senses There are many reasons why everything converges, often because of efficiency. Cars have to pass the same wind tunnel test and are optimized accordingly, or the logos that due to their think, simple letters, appear to be more effective digitally. Recognisability also gives us a comfortable feeling. When we’re on the other side of the world, we feel at home in that coffee shop that looks just like your favourite cafe around the corner from where you live. But it also dulls us. When we are surrounded by much of the same, we are not triggered by surprises and that does not help our creativity. That uncomfortable, restless feeling you get when you see something new or step into the unknown puts you on edge. We need those incentives to grow and to come up with original insights and ideas.

Nike’s Air Max 1 and the Center Pompidou in Paris Without originality, Nike probably wouldn’t have existed anymore. The company was in serious problems in 1985, while competitors such as Adidas, New Balance, and Reebok were doing well. Nike had to do something, but creative talent was hard to find. To turn the tide, they held a contest for a new shoe design. The winner was architect Tinker Hatfield, who was Nike’s corporate architect and designed their offices, stores, and showrooms since 1981. He had never designed a shoe in his life. He was immediately transferred to the sneaker designer team. For his very first creation, he drew inspiration from the Center Pompidou in Paris. That building is known for its unique ‘inside out’ design, where all mechanical and circulation systems are prominently visible on the outside of the building. Hatfield came up with the Air Max 1, a shoe where you can see inside. It turned out to be a huge success and, together with the lucrative deal with Michael Jordan, marked the turnaround for Nike. 59

The magic of something completely different from the rest Original, authentic creativity is something magical that is hard to capture in a formula. Hatfield himself once described it as “creativity is a function of the freedom in your head”. But we still don’t know exactly how this works. What we do know is that the more we conform, the less diversity there is. And that kills creativity and innovation. Compare it to nature, where monocultures ultimately lead to all kinds of problems, but diverse environments flourish and new things are constantly being created.

Follow your passion? What a nonsense! Following your passion is lousy advice for an entrepreneur. The best motivation comes from curiosity; just look at Boyan Slat (The Ocean Cleanup) and Lex Hoefsloot (Lightyear). But even that is not enough to be successful. More plastic in the sea than fish If Boyan Slat of The Ocean Cleanup had followed his passion, he would probably be a professional diver by now. But instead, he let his curiosity guide him. Years ago, while on a diving holiday in Greece, he saw more plastic waste than fish in the sea. He wondered why this mess wasn’t just cleaned up. That question was the start of his journey of discovery. Upon returning to the Netherlands, he began to explore the subject in depth. The reasons why it would be impossible to clean up all that plastic in the oceans quickly piled up. But instead of giving up hope, he 63

approached every argument as a challenge and looked for how it could be done. He found a solution for every blockage that was raised. Since The Ocean Cleanup initiative began ten years ago, almost 2.5 million kilogrammes of plastic have been removed from the oceans. Lex Hoefsloot’s wonderment Another example comes from Lightyear co-founder Lex Hoefsloot. Hoefsloot was fascinated by cars from a very young age. During his student years, his urge to do something about climate change increased. On the back of a beer mat, he calculated that it should be possible to run cars on solar energy. But, same as Slat, he too was bombarded with all kinds of arguments as to why it would not be possible. Even Elon Musk said in 2017 that it would be extremely difficult to make it happen. But Hoefsloot did not lose his good spirits. It just made him even more determined to show that it could be done. He said: “I am always looking for the why of things and then ask

myself: ‘Why can’t it be done differently?’ Only when you understand something, you realise where you can make different choices.” Discover your fascinations Slat and Hoefsloot both act out of curiosity rather than following a passion. That is also a much easier path to take, as discovering a passion turns out to be quite difficult. That’s because when we talk about passion, we tend to focus on just one thing, while fascination and energy often go to different topics. By choosing you inherently say goodbye to other interests, which then continue to gnaw at you. And if you have found a specific subject that drives you, it is often difficult to link it to a career, especially if you have just started working. In addition, once we choose a passion, we feel like we have to devote the rest of our lives to it. However, your interests and what you thought you loved doing, might change with time. By letting your curiosity guide you, the path you take is smoother and you prevent yourself from regularly ending up in a crisis of existence, worrying about what your passion is. 65

Be careful: curiosity also makes you uncomfortable Just following your curiosity is not enough if you want to become successful in what interests you so much. You must aspire to go deeper than others and keep asking questions where others have stopped. That requires enormous perseverance and even an almost ‘naive’ belief in your solution. But curiosity doesn’t always take you to ‘happy places’. You discover things that turn out not to be so great at all. The changes you so desperately want are often held back by systems in which we appear to be stuck and that are driven by completely different ideals than yours. How do you break from that? Let your ideals guide you Both Slat and Hoefsloot have a strong inner motivation to make the world a better place. They are not discouraged by every barrier or setback that comes their way but continue to look for solutions that work. Undoubtedly, this sometimes leads to despair, but they have learned to embrace that feeling of discomfort and

know that the best solutions are often found outside their comfort zone. If you ask successful innovators about the most important moments of their lives, they will tell you that often, they did not feel happy at all, but rather worried about the path ahead. Discover your passion through curiosity Today, Slat and Hoefsloot are passionate entrepreneurs. Their curiosity has led to the discovery of their interests, which they have managed to translate into a business. This became their passion they now work day and night. The advice to ‘follow your passion’ is often misleading. Instead, you will be much happier and more successful if you are curious because curiosity always trumps passion. And so instead of having sleepless nights wondering what drives you, perhaps true happiness lies in exploring everything with great curiosity and fully embracing whatever comes your way. 67

The more absurd ideas, the better When do you come to brilliant insights? If employees are given the space to come up with absurd ideas. And it is up to leaders to create the right environment. The makers of South Park show how this is done. South Park thrives on ‘dumb’ ideas For many years, the animated television series South Park has been a huge hit. Maybe because they take a somewhat different approach to things. In contrast to other television shows, where episodes are often planned, produced, and broadcast over weeks or even months, South Park believed that everything could be completed in only six days. That puts enormous pressure on the team. The documentary titled ‘6 Days to Air: The Production of South Park’ portrays an almost palpable sense of frustration as the days pass and the team is still clueless about the new episode. The flow of absurd and stupid ideas begins. And then, just like that, it’s there. The idea that forms the foundation of a funny story. The race 69

against time begins. The team starts to build on the idea and brings it to life. By the end of the week, the team succeeds again in creating a humorous and successful episode. Matt Stone and Trey Parker, the creators of South Park, say that their mission is to come up with ideas and jokes every day. But that seems a lot easier than it is. “For all the good ideas that we have, there are like a hundred not-so-good ones.” You have to have the courage to share what comes up in your mind and accept that people don’t like all your ideas that much. “It is weirdly vulnerable.” That’s why they have the ‘writers’ room’ at South Park. A place where people feel safe to share whatever comes to mind while brainstorming. “The writers’ room is off limits.” The best ideas usually take some time to bubble up It turns out that the best, most original ideas frequently emerge only after all the obvious ones have been put on the table. This was investigated by Loran Nordgren

and Brian Lucas, who had comedians provide captions for a cartoon. Those comedians who thought they had the finest jokes right away were more inclined to quit thinking of new ones. Compared to the comedians who took far longer to come up with jokes, they submitted fewer jokes that were also rated much lower on creativity and originality. The law of large numbers Researchers from Insead and The Wharton School challenged students in different groups to come up with ideas for new products. The teams were then judged on how innovative they were. The group that had more ideas ultimately came up with a better solution. A pretty logical conclusion, because the larger the selection of ideas, the greater the chance that there will be a brilliant one. When it comes to innovation, you would rather have 24 terrible ideas and one great idea than 25 mediocre, just-not-so-good ideas — unlike industrial systems, for instance, where you want a constant output. 71

What is an absurd idea anyway? The definition of absurd according to the dictionary is “completely ridiculous; not logical and sensible.” When we use the phrase ‘that’s an absurd idea’, we mean that the idea is illogical or ill-considered, and doesn’t make any sense. And there is the rub: this judgement is based on the current, known frame of reference. However, innovation mostly comes from a fascination with the weirdness of how things are done, which often leads to surprising insights. Something we always take for granted is suddenly turned upside down. And if the change is too big, the idea is quickly dismissed as stupid or absurd. Just think of the legendary TV clip from 1998, when Dutchman Frans Bromet questions people on the street about the mobile phone. Most of them look very surprised and answer that they don’t see why they would need it or say with a laugh, “You’re cycling and then you’ll get a call???”

The day before something is a real breakthrough, it is often a crazy idea We are surrounded by inventions that were once considered absurd or unnecessary. Before 1927, there was no sound in any movie. When the first film with sound was released, the President of United Artists predicted that it would be a gimmick. In 2000, the Daily Mail headline read: ‘The Internet may be just a passing fad as millions give up on it’. The bicycle, the automobile, the plane, our smartphone’s touchscreen, and 3D printing. These were all innovations that were dismissed as a temporary trend that would pass. But nowadays we don’t know any better. Thus, an idea’s level of absurdity might well be a prerequisite for its success. Dare to be vulnerable In many settings, it takes guts to voice your thoughts and ideas, let alone share a crazy or absurd idea. As Stone and Parker from South Park also said, you must have the courage to be vulnerable to present your 73

colleagues or manager with a raw idea that still has many snags. The team must understand that absurd ideas are often a stepping stone to something better because the best solutions are usually a combination of several ideas. So, one of the most crucial core qualities for a team to be innovative is learning to accept any suggestion that is presented. And as a manager, it is essential to create an environment where people dare to do this — such as the ‘writers’ room’ at South Park. Bring it on The essence is that an absurd idea can suddenly turn out to be brilliant and that more ideas eventually lead to better ideas. “You have to shoot, else you can’t score,” Johan Cruijff once said, preferably as often as possible. And so, keep coming up with those absurd and crazy ideas. The more, the better.

If everyone knows it’s a bad idea, it won’t happen... right? How can a group of people make a decision that every individual disagrees with? This phenomenon is known as the Abilene Paradox and can have disastrous consequences, such as the disaster with the space shuttle Challenger in 1986. The disastrous launch of the Space Shuttle ‘Challenger’ In the mid-1980s, the buzz of Space Shuttle launches had faded away in the United States. In an attempt to reignite public enthusiasm, NASA decided to take an ordinary citizen, Christa McAuliffe, a mother of two and teacher, into space in January 1986. Watching the Challenger launch live would inspire people across the nation to believe that no dream is impossible. On the fourth day, McAuliffe was supposed to lecture from orbit as part of a NASA PR ploy meant to increase the agency’s reputation. If the launch took place on 77

Tuesday, the class would be on Friday. However, if the launch was delayed by one day, the plan would not be able to proceed as the schools would be closed. In addition, it was the subject of President Reagan’s “State of the Union”, which was held in the evening on the day of the scheduled launch. So there was a lot at stake and the pressure was on. Despite warnings from engineers about the risks associated with a cold weather launch, the decision was made to launch the Space Shuttle into space. Millions of people saw the shuttle explode after 73 seconds live on television, killing all seven astronauts. The Abilene paradox While deciding to launch the Challenger, those present knew it was not a good idea, but nobody raised a voice. This is called the Abilene paradox. People are aware that they disagree with the plan being presented. They see the shortcomings and know their reservations, but choose not to speak out because they think all others agree with the plan.

Since no one expresses dissent, the collective decision remains unchallenged. Thus, the paradox is that the group makes a decision together that goes against each member’s personal choice. The internal struggle In the Abilene paradox, people weigh the choice between the discomfort of speaking up and the discomfort of being dishonest about their true feelings. Most people tend to align their attitudes, opinions or behavior with those of others and thus choose to remain silent. Thus, if everyone decides not to speak up, in the end, a decision is made that nobody is comfortable with. This is not to be confused with the phenomenon of ‘groupthink’. In this case, there are dissenting views, but these are purposefully ignored and disregarded. The fetish of agreement Society is becoming increasingly polarised, however, having an opposing viewpoint at work can make us 79

uncomfortable. When we work together on a project and we have to come up with fresh ideas or decisions that have to be made, we prefer to agree with each other as much as possible. But too much agreement, no matter how pleasant, means that we are severely limiting the range of possible solutions. We jump to conclusions too fast, missing out on less visible but potentially crucial possibilities that might lead to success. It can even lead to catastrophic outcomes, like what happened to the Challenger in 1986. More courage, please! Conformity in groups is a powerful force, but research shows that it can be undermined by just one individual voicing a different viewpoint. And even if that viewpoint is not realistic or true, it usually stirs things up in others, encouraging them to speak up as well. Thus, people who dare to speak up and say that an idea is crazy or absurd are very needed. Similar to the naked emperor, who was obviously a fool, but no one was

brave enough to point it out. Except for the child, who felt free and unconstrained and yelled at the emperor that he was walking naked.

Extra

A rebel in your team? Congratulations! Rebels are a pain in the ass. They keep asking questions, come up with crazy ideas and never go along with the rest. But are they really such troublemakers? Or do they simply have a different view of the world, a good dose of creativity and the courage to go against the grain? Unconventional and absurd, or groundbreaking? Organisations completely misunderstand the power of rebellious people; they often only see the trouble and not the possibilities. When an IKEA employee bought a table in their early years and wanted to take it home, he bumped into a problem. It didn’t fit in his car. He looked around in the parking lot and saw that everyone experienced the same. And so he came up with the idea of cutting the legs from under the table. An absurd idea at first glance, right? 85

The majority of managers would probably turn away from this completely. But a manager at IKEA saw the potential in this insane idea and went for it. They developed the assemble-at-home idea and It turned out to be one of IKEA’s most groundbreaking concepts. But things can also take another turn. For years, Eric Yuan, a software developer at Webex, told his management that many customers complained about the platform’s poor usability. He also shared ideas on how to improve it. But his management didn’t want to listen to him. He became disillusioned and no longer enjoyed his work. So, he decided to build it himself. He quit his job, set up Zoom and more than 40 talented Webex colleagues decided to join him on the adventure. Breakthrough concepts often start with a crazy or even absurd idea from employees, usually because they encounter a problem in their working environment. They are surprised about it and simply want to solve it. However, often these ideas are dismissed because they are just too unconventional or misunderstood.

Cherish the rebels in your organisation Rebels are intrinsically motivated to make things better and the status quo makes them uncomfortable. This makes them excellent ambassadors for change and innovation; the possibilities for rebels in organisations are endless. They are fantastic friction hunters, they love solving problems — the more complex, the better — and their highly developed moral compass can help the organisation to make better decisions. But they only really thrive if you create an environment where they can be completely themselves, regardless of their quirks. Where they can openly share all their ideas without being encountered with loads of opposition. We live in a time where change has never been this fast and at the same time will never be this slow. We need people who can adapt quickly, come up with creative solutions and get the ball rolling. ‘It’s not rebels that make trouble, but trouble that makes rebels’. So, it’s about time we realise the power of rebels! 87

Rebels are the ‘birds of paradise’ of an organisation Years ago, Nike struggled and almost did not make it. As an emergency measure, they organised a contest and discovered some hidden rebel talent within their own organisation. And that saved them from going under. Organisations need to understand that rebels are not troublemakers, but they can be their ambassadors for innovation and change. Nike struggled because of lack of talent It may be hard to imagine nowadays, but there was a time when Nike was short of creative talent. In 1985, the company was not doing well at all. Nike’s financial situation kept becoming worse while rival brands like Adidas, Reebok, and New Balance were doing well. Nike had to take action. And so they held a shoe design competition to find new talent. Nike’s in-house architect Tinker Hatfield also participated. To 89

everyone’s surprise, he won the contest. The leader of the sneaker design team was impressed by his talent and arranged for Hatfield to join his team. The Air Max 1 Hatfield started working on his first sneaker design. Designers typically receive a so-called ‘design letter’ containing the guidelines they must adhere to. Hatfield, though, felt he didn’t need any guidance and disregarded the letter. Due to his background as an architect, he had become fascinated by the Center Pompidou in Paris; the building known for its unique design in which all its constructions, pipes, and systems are not hidden away, but visible to everyone on the outside. He believed it would be amazing to create a pair of sneakers that allowed you to glimpse inside and see its inner construction. And so he designed the Air Max 1. It became one of Nike’s biggest successes and its innovative design took the brand to the next level when they needed it most.

Curious and creative Rebels are naturally very curious. They are always asking questions, sometimes to the point of being annoying. They draw their inspiration from completely different settings, just like Hatfield did. With their creative talent, they translate this inspiration into something that can be applied to their environment. As a result, they often come up with surprising brand-new concepts and solutions that no one else has thought of before. Courage and a big heart Rebels have a very strong urge to make things better and therefore, they often don’t color inside the lines, especially when these lines don’t make any sense to them. Also, they can express themselves pretty bluntly when they see that something clearly needs improvement but nothing is happening. And thus, they are often misinterpreted. These are the ‘disagreeable givers’ according to organisational psychologist Adam. Those who dare to say what 91

everyone needs to hear but no one wants to. Grant calls them the most underrated employees of all. Embrace the rebel Hatfield never returned to his original job. Today he still works for Nike and a special position called ‘VP of Special Projects’ has been created for him. In this free role, he adds a tonne of value to the company. At a time when we are desperately looking for talented people, it seems as if we forget that there is a lot of hidden talent in the organisation. It is a matter of discovering that talent and then creating the right environment in which that talent can reach its full potential. This means daring to open up to that troublemaker in your team. And that requires a lot of courage from the leadership. Rebels may not be like you and that’s a good thing!

What makes a rebel?

curious ask questions, judge less, crave novelty, remain open to different perspectives

creative cultivate serendipity, connect ideas, turn problems into opportunities

courage dare to be you, take ownership, be brave enough to speak up

14 things you absolutely need to know about rebels

#1 Rebels are not troublemakers. They are passionately driven to make things better

Rebels want to create something new rather than extend current perspectives

#3 Rebels want to be part of the solution and not the problem

Rebels see things with a fresh mindset rather than blindly following established wisdom

#5 Rebels are excellent 'friction hunters'. They even feel uncomfortable when they see that things clearly need improvement

#6 They don't want to rebel for the sake of it. Rebels want to make impact and they want to be stretched

Challenge rebels with your toughest problems and they will bring you magical solutions

#8 Rebels care about work more than anyone else. That's why they are willing to engage in a conflict

#9 Rebels need an environment where it is safe to disagree and challenge the status quo

#10

Don't give rebels lip service. Be transparent and tell them as it is. They can handle that, really

#11 Their urge to speak up is so much stronger than the will to fit in

#12 Love their difference and quirks. Rebels may not be like you and that is a good thing

#13 Appreciate them and rebels will move mountains for you

#14

Rebelliousness is a positive behaviour. It is an act of courage and risk taking

www.rebella.la/rebels

Share your rebel story with me Yes, I want to share my story

www.rebella.la/share-your-rebel-story

Looking for more inspiration? Yes, I want more inspiration

www.rebella.la/free-inspiration

Thank you & Keep rebelling!

Simone van Neerven is a rebel herself. She knows what she is talking about. After a long and successful corporate career she quit and founded her company 'reBella'. She is now on an mission to create a better understanding about rebels. She believes that they can become your ambassadors for change and innovation. Simone works with a wide variety of organisations and has the talent to unleash the value of the rebel within organizations and beyond. Simone is also a columnist for MT/Sprout, the largest business and management platform in the Netherlands, and CHRO.nl, the platform for HR executives. Monthly, she writes about innovation, change, and leadership. The twelve reflections in this booklet were originally published on the MT/Sprout platform.