Rebels are, in fact, not people who break rules just for the sake of breaking rules, but people who break rules that hold them and others back in a way that's positive and constructive for an organization.

If you look at the data on how we grow up, as it turns out, we're born with a lot of curiosity, which peaks between age four and five, but then, it unfortunately declines from there.

Wisdom means rejecting the feeling of knowing.

When someone hides their feelings, those who interact with him/her experience a rise in their blood pressure.

Rebel leaders, or rebels more generally, use their experience, but always approach the world with a curiosity which allows them to say, 'What could be different here?" or, 'What could I still learn?'

It's when we open up and talk about potential failures and bad decisions that people really relate to us. They look at us and say, 'You're actually a human being, and there's a way I can trust and respect you for what you're doing, and also for the mistakes you've made.'

If you look at what we know in terms of the level of engagement in the workforce, the data is saddening. It's really upsetting in a sense because most workplaces have two-thirds of their people being disengaged.