Rebel in a Business Suit

I’ve borrowed this term from the book : Edgewalkers: People and Organizations that Take Risks, Build Bridges, and Break New Ground by Judi Neal,

Judi is the founder of the Spirit at Work network and defines these Edgewalkers as someone who walks between worlds, builds bridges between different paradigms and realities, and has a global vision for a better world. A good description of one of the traits of the new rebels.

The new rebels may not always have been seen as “rebels” either. They didn’t join Amnesty International or have a picture of Che Guevara on their student walls. They may not have been seen as radical or risk-takers. Maybe a little strange – but not radical!

You see, they didn’t fit into the usual rebel image either. They are their own people and walk their own way. That’s always been their rebellion. They may have had a foot in many camps as they grew – fitting in, being accepted but never fully a part of the scene – they were seeking their true selves.

Over their lifetime they matured and evolved into the new rebels for the new age and they are continuing to evolve, their numbers growing. That is what makes them powerful.

Rebels understand the value and power of balance – understanding that balance is never static – it is always dynamic and that everything is a question of the odds, that life is never certain. Rebels walk the edge of change. They understand that risk is an important part of reward and they like rewards.

They appreciate that there is a little bit of good in the worst of us and a little bit of evil in the best of us and that life is enriched by such extremes. Sometimes they’ll argue or do the opposite of something they agree with just to get another perspective. Sometimes they see the value of the stick as well as the carrot.

Rebels know that in the development of themselves and the accomplishment of worthwhile change, there is a dark side as well as a light.

It is not something they run away from but something they come to embrace as much as that of the light. As “Edge Walkers” their appreciation of this duality of things gives them a unique perspective on the world.

They don’t always follow the rules and will happily break them if they consider them to be too restrictive. Rebels in business suits value order but they will not accept constraint.

Today, rebels are the ultimate “Edge Walkers” as they straddle the change of Ages with a foot in both worlds – the old age and the new, the material and the personal.

Rebels are not afraid to take on responsibility.

They understand that this may mean additional challenges, more work and effort, it might upset a comfortable position they may have and it might mean that they stand out from others and attract unwanted or unpleasant attention - but they do it anyway.

They understand that someone has to step forward to do the ‘tough stuff’, at some point someone has to lead the way. However they don’t do it just for praise or recognition or even power - although they may come when they are successful - they do it because they realise an important thing about responsibility - it is done out of love and a desire to be of service to others.

Rebels will not act out of ‘duty’ - they understand that too often ‘duty’ is used to co-erce people into doing things they would rather not do - and therefore they end doing it without commitment or desire. They are not engaged with the work or the task.

Rebels understand a simple principle of leadership - never to ask someone to do something that one is not willing to do oneself. Therefore they will always seek clarity because they understand that to be succesful a person needs to know clearly ‘what’ needs doing and ‘why’ it is of direct value to the person expected to do it.

Rebels lead by being an example, by being willing to be the first to ’step up’ when needed and never to give into their fears.

R-Evolutionaries are compelling people. They are compelling because they are driven by their vision - by passion and purpose.

They are enthused with the venture that they have undertaken, they are committed to its successful outcome and they are clear about the benefits and value that it’s success will bring for them and to the people around them.

Because they believe so passionately and have such a clear vision - they are very congruent and very convincing in their communication and how they sell that vision to others. Their conviction shines from them lending them a powerful and persuasive charisma.

R-Evolutionaries instinctively tap into two very elemental values - service and love. They love what they do and they do it in the service of others.

It seems to me that the world is driven by the least of expectations - by LCD - Lowest Common Denominator. I’m not talking about the need to make things accessible to people who might be disabled in some way - in fact, they are the people who will never settle for less than the best that they can be. I’m talking about the general consensus in the working population that ‘OK’ will do.

‘OK’ service, ‘OK’ committment, ‘OK’ quality. If you’re a rebel - committed to taking change to the next level - then ‘OK” definitely will not do. As R-evolutionaries we are committed to creating a world that is better, even more than what it is now. That change has already started within us and every day in all kinds of ways we bring it manifested into the world - despite the lethargy and outright resistance of others.

How could we not? For we are committed to a personal vision, a personal vocation. The ‘rebel in a business suit’ is driven by something greater than just ‘the suits’.

We are driven by the need to ‘give’ service - others are driven only by being ‘in’ service.

Rebels are committed to HCD - Highest Common Denominator. It is of us that a fellow Irishman George Bernard Shaw might have written:

‘Most men see the world and wonder why? Whereas I see a world that has never been and say why not?’