In organizational setting, rebellion is resisting leadership and executing contrary to laid down systems, processes, procedures and policies. A rebel, although sometimes makes the targets, but chooses to do things as he deems fit, and not according to company’s set objectives or methodologies or chooses not to do them at all. This is not acceptable! Struggling with rebellion is not an easy thing for any leader but the truth is, at one point or the other, under-leaders’ rebel whether or not they are aware. Rebellion, if not dealt with in time can become uncontrollable and this will taint your image as a leader and the image of a group.
I was with a leader friend quite recently and he shared with me how his under-leader flat out told him that he wouldn’t do as he (my friend) told him (the under-leader). So, my friend resulted to telling his under-leader that he is the boss and should be listened to. Right there, I knew he had made a huge mistake and I told him immediately that he had made a huge mistake. When you as a leader result to using your position to correct team members, you may just have lost all your respect and control, and this is a terrible place to be. The best approach to handling rebels in the workplace is refer them to the system in place; and should there be none in place erect on immediately.
Rebellion is an attitude that should not be allowed to thrive in any team because when it does, it quickly spreads when condoned. It’s a bad habit and bad habits are picked up more quickly than good habits ever will. Rebellion stems up sometimes, as a reaction to something or just as a show of stubbornness. For leaders to be able to properly handle rebellion, they need to understand from where it is stemming. Organizations with already working laid down rules, regulations, procedures, policies, set objectives and operational discipline, are better equipped to spot and deal with issues of rebellion, insubordination and disregard for laid down instructions. And where such don’t exist, an organization suffering from this, may take the drastic measures of firing the culprits and replacing them. But first things first, they must put in place guiding documentations that insists on and drives respect for all across board; above, besides and below one’s position in the organization. There are 1st and 2nd alternatives to handling issue of rebellion (or any other) in organizations, and with these two, is a third alternative. According to Stephen Covey, there is my position and their position (the first alternative), a compromise of the two position (the 2nd alternative) and letting go of our position, in search of what is the best way out.
A third alternative as mentioned above will be to find out where the rebellion is stemming from. It could be a reaction, to something you did or something another team member did or something from even the home-front. Whichever it is, a leader is to understand that not everyone has fully mastered their emotions and could give in to their emotions when pressed. You will need to call the culprit to order by questioning them. Ask them the reason for their attitude. Do not approach them as a leader or a boss, approach them as a person who wants to help them. Quiz them, get into their heads and find out why. When they finally tell you, guide them through handling their emotional or personal challenges without allowing it to interfere with their work. If the reason is you and it is cogent enough, you may want to apologize and tell them it won’t happen again. Also, remind them that you don’t condone rebellion and that you do not expect it to come up again. If the reason is personal, after you have criticized them, check in on them from time to time. To some that may want to take your alternative as a sign of weakness and be rebellious in a short time, make sure that they are punished accordingly. Always make sure that rebellion is handled as soon as it starts.
