Most whistleblowers begin as rebels who dare to speak up and say what needs to be said. Yet, they are often ignored, while we should be grateful for them. They are the canaries in the office coal mine. Innovation expert Simone van Neerven shares how to recognise (and create) a rebel-friendly workplace.
Sad ending
Arthur Gotlieb was a loyal, intelligent, and sensitive man with a keen eye for detail. For many years, he took pride in his work as a senior policy officer at the Dutch Healthcare Authority (NZa). However, over time, the organisational culture began to change.
As his concerns grew, Gotlieb reported instances of internal misconduct on several occasions. His warnings were not well received; he was ignored, marginalised, and eventually faced active resistance from colleagues.
Despite continuing to perform his duties with dedication, he was given a negative performance review. Deeply frustrated and unwilling to accept the injustice, Gotlieb responded with a meticulously documented, 600-page appeal, outlining not only his defence, but also numerous internal failings within the organisation. The report was met with hostility rather than reflection. Two weeks later, Arthur Gotlieb took his own life.
No choice
While many choose to remain silent, Gotlieb’s drive to speak out was stronger than his desire to fit in. He was guided by a deep sense of justice and a commitment to serving the greater good. He became a whistleblower, not by choice, but out of necessity.
When you take a closer look at whistleblowers, you will find that most only take drastic measures, such as going to the media, as a last resort. By that point, they have often spent months or even years trying to improve the situation from within.
They typically begin by tackling the problems themselves, sometimes with the help of a few trusted colleagues. If those efforts fail, they raise the issue repeatedly in team meetings, hoping to spark change.
As time passes and nothing improves, frustration builds. Eventually, they reach a breaking point and turn to higher management or a trusted advisor within the organisation. The decision to finally go public is usually a final, desperate attempt to make things right.
From rebel to whistleblower
There are no true winners when it comes to whistleblowing, and the consequences are far-reaching. As Gotlieb’s story tragically illustrates, along with many others, the impact extends beyond the individual whistleblower to their family, colleagues, and the organisation itself, which may face lasting repercussions for years.
And yet, such escalation is often preventable. It usually begins with subtle warning signs that grow worse when ignored. More often than not, it’s the rebels within a team who act as the canaries in the coal mine. They’re the ones who speak up and signal problems early on. But rather than being heard, they’re often seen as difficult or annoying, because these are also the people who say: “Yes, but…” and “I told you so”.
Creating a rebel-friendly workplace
When you enter an organisation, you can easily tell whether you’re dealing with a workplace where rebels feel at home or not:
#1: Rebellious behaviour is supported and encouraged
In these organisations, you sense a vibrant energy. Teams are diverse, ideas are widely shared, and people constantly ask: “How can we make it happen?” Managers are open to feedback from their employees and encourage them to question existing working methods. There might even be a task force or disruption board that regularly challenges the status quo.
#2: Rebellious behaviour is tolerated
Contributing ideas and making suggestions is fine, as long as there is a strong business case behind them. If an employee sees an opportunity for improvement, they are welcome to tackle it, as long as it falls within the scope of their role. However, these extra efforts are often not acknowledged during performance reviews, as they fall outside the formal objectives agreed upon at the start of the year.
#3: Rebellious behaviour is discouraged or even punished
These types of organisations often have a stifling atmosphere. Conformity is the norm, and even reflected in a uniform dress code. New ideas rarely get a fair hearing and are quickly dismissed. There’s little room for genuine dialogue, and team meetings tend to be marked by polite nodding rather than meaningful exchange.
Those who voice concerns or challenge the status quo are often labelled as troublemakers. When rules are broken, there’s no effort to understand why, only swift reprimands. Burnout is common, and stories of a toxic workplace surface regularly.
You'll only see it when you get it
People who raise issues are often seen as difficult. Yet, these individuals are the moral compass of your organisation; the ones who help prevent things from going completely off course. So, if you have a rebel on your team, don’t sideline them, but consider yourself lucky.
This article was originally published in Dutch on CHRO.nl – the platform for HR executives.
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