I’ve just finished reading my pre-release copy of the Rebel Playbook and wanted to pen a few words to share my thoughts so that you can choose if you’d like to read it when it’s released on 23rd Feb this year. You can pre-order it now though – here or (currently at a reduced price) here. First up, I want to say that I have no association to Debra or Glenn so this review isn’t a “helping mates out” thing. I bought a pre-order copy, as anyone could do if they spotted the tweets promoting it. Full disclosure though – they did send me some Haribo! Which swiftly went to the kids 🙂 And a second book by way of apology because my copy was delayed.
My summary view : a fantastic, practical and accessible handbook to shift attitudes to how we work with those we employ and therefore how we can make work more engaging.
The book’s based on Debra and Glenn’s Engagement Bridge model and so it’s structured around the ten elements of that model. These elements are essentially the elements you’d see in any decent people strategy but with the nice Bridge metaphor – the foundational rocks for the bridge are Workspace, Wellbeing and Pay & Benefits. Above that, the more “planks of wood” you lay, the stronger your bridge and the more people you can safely get across the river.
The ten elements provide the chapters for the book – but in a flexible way. There isn’t a prescriptive “work on this, then this, then this”. They invite readers to jump in where it feels right for them. So you could read the whole book and then decide your priorities, but equally, if you know where your opportunities are you could go straight to those sections. I also like that at the end there’s an acknowledgement that there can be huge overlap and interconnection between these ten elements. So many books try to keep the boxes of a model (falsely) separate so I like the honesty about the fact these elements are operating as a whole system.
Each chapter begins with insights or knowledge-sharing about the topic, then how Rebels do these things differently – the outcomes they’re striving for and the behaviours they deploy, before sharing case studies or “plays” from a huge variety of organisations – varied both in terms of type and size of business but all consistent in being led by people who have a passion and the courage to do things differently to make work better.
In terms of the Plays, I don’t believe for a second that all these organisations have engagement perfectly nailed in every way, but the examples of what they’ve done give great ideas to get thoughts stimulated and minds broadened to possibilities. Again Debra and Glenn are honest about this work of improving engagement being an ongoing journey. There is no quick fix, no silver bullet. It takes commitment for the long term and continued effort to keep practices fresh and still engaging. And also (yay!!) they discredit the idea of best practice – read the examples, consider them in your context, and do what’s right for your organisation, your values and your uniqueness.
I found some chapters more interesting, sparky and hope-inducing than others – even though some of principles and Plays are ones I’m aware of. The one I found least engaging was the Learning & Development one, but maybe that’s because it’s the area I know best. The Plays in it just seemed to be things we were doing in Boots a number of years back and not especially innovative. Or does it mean that L&D are ahead of the curve in doing things differently? That would make a nice change to the usual narrative around L&D holding things back!
Counter to that, HR and Legal teams get the raw deal in here. Held responsible for the dreadful employee handbooks, rules and policies which punish the many for the misdemeanours of the few. However, that approach has grown up from the management practices of the 19th Century and the belief of the need to control the lazy workforce so I don’t think HR and Legal can be held solely accountable here. A key message is about starting from a place of trust and believing that people are at work to do a good job – and that if you treat people that way that’s likely what you’ll get. And if you don’t, you deal with that on an individual basis, treating it as the exception to the rule that it really is rather than writing a while new policy paragraph. @HRGem would be proud!
Of course with one book and ten topics to cover, these are relatively topline insights into each, but definitely giving enough information and ideas of “what” you can do. There’s a gap in terms of the “how to” but maybe that will be for future books – or at the very least for you to research more and/or seek support from relevant experts.
One thing I struggled with, and am still grappling with now, is one part of the definition of engagement where Debra and Glenn say that engaged employees “genuinely want the organisation to succeed” which means “They will often put the organisation’s needs ahead of their own.”. I just don’t agree with this. I believe we have enough people who attach their self-worth to how well they do in a job (which can lead to burnout and mental illness) and I don’t think a human and responsible employer should use how much people put the org before themselves as a measure of success – further increasing the pressure to be “good enough” by going the extra mile. In fact that to me this is counter-intuitive to the arguments later in the book about wellbeing. If we’re truly going to help people be well we need to be OK with employees putting their own, their friends and their families needs ahead of the org. Not only that, if we believe that putting the org first is a measure of good engagement then you automatically exclude a large and diverse proportion of the workforce from being on the “engaged” list because they may just not physically be able to make that kind of commitment – whether due to caring responsibilities, for their own health or because of a disability which limits how much they can work.
Overall I think this book is fantastic, easy to read and containing loads of top tips and ideas. I’ve already recommended it to a number of my clients to help them and their leadership teams with their own cultural shifts.
Strangely I’m going to finish on a worry I have. Not one that I think Debra and Glenn should have covered, nor are responsible for but…..
I have a more fundamental grapple about engagement and the purpose of the org towards which people are being engaged. If these practices are intended to improve productivity towards a positive purpose then that’s all good. But I fear that too many orgs continue to operate with profit as the primary pursuit, and engage in work which damages the local community / the environment / people further down the supply chain. I appreciate this isn’t the concern of this book but it is something that concerns me about the world of work; that orgs will do the engagement thing like they might do the CSR thing – make themselves look good on the surface to hide the unspeakables that are under the rug. My hope is that nobody can be that good at hiding….
And in the meantime I’m going to be focusing on the ones who have a positive purpose to do good in the world and who really mean it!