How to Work with Rebels at Work
(And Why You Should Be Glad They’re There)
“The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.”
– George Bernard Shaw
Either way, rebels at work are often labelled as “difficult,” “uncooperative,” or worse, “a problem.”
- Rebels at work aren’t troublemakers, they care deeply about doing things better.
- They challenge the status quo because they believe improvement is possible.
- When supported properly, rebels help drive innovation, diversity of thought and courageous conversations.
- You don’t need to tame them; you just need to understand them.
Why Rebels Aren’t the Enemy (They’re the Upgrade)
Let’s start by throwing out the idea that rebels are just being difficult. According to Harvard researcher Francesca Gino, author of Rebel Talent, rebellious behaviour in the workplace is closely linked to curiosity, creativity, and engagement. The very traits we say we want more of.
Too often, rebels leave organisations not because they’re unmanageable, but because no one ever bothered to listen to what they were really saying.
What makes these “challenging” team members so valuable, and how do we actually work with them?
1. They’re not troublemakers; they’re problem solvers
They might look like trouble. Always questioning. Always pointing out what’s broken. What they’re really doing is noticing gaps, cracks and missed opportunities, the kind most people overlook.
Key tip: Instead of taking it personally, ask, “What are they trying to fix?”
2. They care more than most
This might be the most misunderstood trait of a workplace rebel. Their intensity comes from how much they care. Rebels don’t fight for the fun of it. They fight because they believe things should be better.
It’s that very passion that can make them challenging, but also incredibly loyal when heard and respected.
Key tip: Validate their concern before redirecting the conversation. Don’t dismiss their energy; channel it.
3. They need psychological safety, not more rules
Rebels thrive in environments where it’s safe to disagree. If your team culture punishes difference, you’ll shut them down and probably everyone else, too.
Research from Google’s Project Aristotle found that psychological safety is the number one factor for high-performing teams. Rebels will test whether you genuinely have it and that’s a good thing.
Key tip: Encourage respectful disagreement. Make space for challenge. Model it yourself.
4. Love their quirks, they’re not like you, and that’s the point
Rebels often don’t look, speak or behave like everyone else. That’s why they notice different things. Diversity isn’t just about demographics — it’s about perspective.
Let them bring their whole self to work. That uniqueness is part of the value they bring.
Key tip: Stop expecting them to “fit in” and start asking how their difference might offer new insight.
5. Give them tricky problems to sink their teeth into
Rebels love a challenge. If they’re not mentally stretched, they’ll start challenging you. They need space to prove their bold ideas at work and not just in lip-service ways.
Try this:
- Ask for their ideas on long-standing problems
- Give them room to test and trial, not just theorise
- Frame stretch goals as a challenge to be cracked
6. Be direct. No management waffle
Rebels will pick up on insincerity. “There’s no budget” isn’t an answer. It’s an excuse. They don’t need miracles, they need honesty.
Key tip: Be transparent about your constraints. Don’t over-explain. Just tell them the truth.
7. Coach them on the politics, not the passion
Rebels often get tripped up not by their ideas, but by how they land. They haven’t mastered the subtle art of internal politics, influence or timing. You can help with that.
Instead of shutting them down, mentor them on how to navigate the system so their ideas don’t get lost (or shot down).
Key tip: Give feedback on how they deliver, not just what they say.
8. See rebelliousness as courage
Rebellion in the workplace is rarely about ego. More often, it’s about guts. It’s about the willingness to speak up when others stay silent. That’s not always a problem. Sometimes, it’s beginning of leadership.
Organisations that embrace constructive rebellion are often more innovative and more resilient.
Key tip: Frame rebellion as bravery and reward it when it’s the right way.
9. Appreciate them, and they’ll move mountains
If rebels feel heard, appreciated and respected, they will go to bat for you like no one else. They’re often not transactional, they’re relational. If they feel loyalty, they’ll back you every time.
Key tip: Don’t wait for perfection to show appreciation. Acknowledge effort, not just results.
Rebels aren’t here to make your job harder. They’re here to make your workplace better but only if we stop reacting defensively and start responding with curiosity.
Working with rebels doesn’t mean you have to walk on eggshells. It’s about understanding what drives them, giving them space to thrive, and knowing when to challenge them back.
Right now, organisations need fresh ideas, bold action and people willing to take risks, that’s resilience. Rebels aren’t the liability. They’re an asset. They’re the advantage.
Maybe it’s time to stop taming your rebels and start teaming up with them.
TL;DR – How to Work With Rebels at Work
Do:
- Listen first – Rebels are usually trying to fix, not fight.
- Validate their care – Passion is their driver, not ego.
- Encourage challenge – Create space for respectful disagreement.
- Stretch them – Give them real problems, not busywork.
- Be straight with them – Ditch the fluff and be transparent.
- Coach influence – Help them navigate politics, not silence them.
- Recognise effort – Appreciation builds loyalty and momentum.
Don’t:
- Dismiss them as difficult – They’re different, not disloyal.
- Expect them to blend in – Their strength lies in standing out.
- Punish dissent – That’s how you kill innovation.
- Feed them corporate clichés – They’ll call it out, and you’ll lose trust.
- Shut down ideas too early – Let them explore, test, prove.
- Ignore their impact – Rebels can influence culture, for better or worse.
- Manage them like everyone else – They need a different approach, not a tighter leash.
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