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When to rebel against management - and how to do it right (54)

We have all been there...

If you’ve been in the workforce long enough, you’ve likely heard (or shared) stories of frustration with management. Most revolve around skipped promotions, lack of recognition, or unclear direction. But the memorable ones often stem from something deeper: a disconnect between leadership decisions and the actual work—the product, the clients, or the culture that keeps things running smoothly.

These situations can be especially demoralizing for top performers, who may feel the urge to quit—or worse, disengage silently. But before you check out, consider this: what if you stayed and tried to make things better? If the mission still matters to you and your voice holds weight, then staying and pushing for change can be a powerful act of leadership. You’re not just a cog in the machine; you're someone with insight, passion, and the potential to influence.

Change is tricky business

Applying for a bottom up change like this can be tricky. Most probably it is going to be appreciated: after all you show how much you care but you also provide feedback to your manager, something that can be quite precious for leadership. However you do run the risk of being misunderstood and poorly represented. This might give you the reputation of being difficult to work with or even arrogant and ultimately fail to facilitate the transformation.

Navigation chart to change

So how to make such a "rebellion" work? First of all, change only succeeds when its a collective effort! Its imperative to get people behind the vision: both within the team, and management. Remember: there are no opponents here - everybody is on the same boat and the objective is a smooth ride.

Furthermore, transparent reasoning is key. Use data to convey your point if possible and make it clear what is it you are suggesting. A value driven proposition backed by data is harder to ignore. And to make the stakes lower, you can even suggest a smaller scale experimentation or a pilot so the new idea or concept can be tested with minimizing risk.

Sometimes, even the best arguments fall on deaf ears. If that happens—and you’re convinced your vision has merit—consider building it elsewhere. “Leave to build” is a path many have taken. Just look at Ferruccio Lamborghini, who, after years of frustration as a Ferrari client, founded a brand that would become its rival. Of course, not everyone has the means to build a company. But ambition is scalable. Whether it’s launching a side project, joining a startup aligned with your ideals, or simply changing teams—there’s always a way forward.

The one thing you should never do 

In any case, the last thing you should do is complain! Complaining drags everybody down and instead of motivating you to act it leads to inaction. Instead, strive to make joint decisions and lead with authenticity and conviction - great things are build on such foundations.


 

 

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