3. See—and seize—people’s strengths
Gino argues that it is human nature to dwell on—overinvest in—our weaknesses. From an organizational perspective, this has translated into a “fill the gap” mentality that looks at what is missing through a glass-half-empty lens. Rebels see the glass half full and build organizations from a position of strength. They think, “How can I make this better?,” instead of “What don’t I have?” Working from strengths is highly motivating to teams and can help CFOs be more authentic in their personal leadership styles.
4. Rediscover wonder and awe
As Gino points out, studies show that people’s curiosity peaks right around the time that they start school, and declines from there. Interestingly, she reports that it peaks again when people start a new job because they feel inspired and energized about all that is possible. Rebels, on the other hand, stay curious. CFOs who find a way to as well can create an environment that fosters innovation. Curiosity also provides the space for people to explore and solve problems in unconventional ways that would otherwise be shut down fast.
5. Give everyone permission to fail
Anywhere—and especially in the play-by-the-rules culture of traditional finance departments—failure is seen as a negative. It is unproductive. It is costly. It wastes time. However, Gino points out that rebels see the unique value in intelligent failure. This is failure that teaches lessons, and as such, is a useful means to a better end. It’s like Thomas Edison’s famous quote says, “I haven’t failed, I’ve just found 10,000 ways that don’t work.” This view of failure is key for CFOs who want to support more agile ways of working.