Rebel Talent.

I heard Harvard Business School Professor Francesca Gino on a recent episode of the Hidden Brain podcast, discussing her new book Rebel Talent: Why It Pays to Break the Rules at Work and in Life and her thesis that ‘rebels’ are more successful innovators in the workplace and that bending or breaking some societal mores can lead to greater happiness as well as productivity. That concept is certainly an appealing one – who doesn’t like the idea of pushing boundaries and then proving to the world that you were right to do so? – and in cases where Gino can back up her insights with data, rather than merely with anecdotes, it’s compelling. The book varies too much between those two poles, however, with so much of it supported by individual observations, that I wasn’t entirely convinced that her hypothesis was as generalizable as she wants it to be.

Much of Rebel Talent is built around Gino’s profile of and visits with Italian celebrity chef Massimo Bottura, whose restaurant, Osteria Francescana, has received three Michelin Stars and appears regularly on lists of the best restaurants in the world. (It also shows up in one episode of season two of Master of None.) Bottura is the exemplar of the rebel in Gino’s definition; working within the tradition-bound world of Italian cuisine, Bottura has introduced the sort of deconstructive, modern approach to cooking popularized by el bulli (where he worked for a summer) and Noma, turning classical Italian preparations inside out, often with a gently mocking tone to the new versions. Gino cooked in Bottura’s kitchen for a night and devotes a fair amount of time to describing a few dishes, such as one called “the crunchy part of the lasagna,” a specific dish that gives the diner the almost-burned, crispy edges that form around the top edges of that baked pasta dish, which many people (myself included) will tell you it’s the best part. As someone who’s generally interested in food and cooking, I enjoyed these passages on their own merits, although the narrative would drag when Gino would shift from talking about Bottura’s approaches to food to his approaches to managing his staff (still relevant to her premise, but come on, I’m here for the cooking ideas).

There are long parts of Rebel Talent where Gino deftly defends her arguments with a blend of such anecdotes and with real data. The chapter “Uncomfortable Truths” looks at the value of diversity in the workplace and in life, that there is hard evidence that diverse teams are more productive and more creative, while people are often happier living or working in diverse environments. (Diversity in these instances refers to demographic diversity, rather than diversity of educational or employment backgrounds.) A team of all white men will tend to be less productive or creative than a comparable team with even one person who is nonwhite or non-male. Such additions can also help to reduce discriminatory attitudes on the parts of the dominant subgroup in the environment. It’s the most compelling individual argument anywhere in the book – if you want teams that innovate, and even go beyond the norms of your workplace, then mix it up by hiring a diverse employee base and putting people together in heterogenous teams.

However, too much of the book leans very heavily on a handful of individual examples, and it was hard for me to accept the generalization of those specific cases to the workplace or society as a whole. Gino does a masterful job of retelling the heroic efforts of Captain Chesley “Sully” Sullenberger, who was the pilot of US Airways flight 1549 when birds disabled both of the plane’s engines, forcing an emergency landing that Sully decided in a matter of seconds he had to make on the Hudson River. Did he make this decision because he was, in Gino’s terms, a ‘rebel?’ I think it’s just as easy to argue that he made this decision based on years of experience, a calm demeanor in the face of unimaginable pressure, and the preparations afforded to him by his training and the in-flight checklist that, at least, he and his co-pilot could begin to use before time ran short and Captain Sullenberger had to made an immediate decision to land in the water rather than trying to get to a runway in New Jersey. There’s a similarly stirring anecdote Gino uses multiple times about then Portland Trailblazers coach Mo Cheeks coming to the aid of a young girl who panicked while singing the national anthem before a playoff game and forgot the words. Cheeks realized she was in trouble, walked over to her, said “it’s all right,” and started singing with her so she could pick back up where she’d trailed off, with the entire arena joining in. It’s a beautiful and emotional story, but was Cheeks a rebel, or just a dad and a good human being, helping a child who needed someone?

Rebel Talent is a bit of a swerve from the books in the business genre I usually read, which tend to be more data-driven and grounded in disciplines like cognitive psychology; it’s written for the mass audience, clearly, and thus lighter in prose and tone. It gave me plenty of food for thought, pun intended, and is an encouragement to be bolder and more innovative in any of my various endeavors. I’m just not sure Gino sufficiently supported her broader points, beyond these one-off individuals who rebelled and succeeded (where many others have likely failed) to justify her bigger claims about the value of rebels at work and in life.

Next up: Kory Stamper’s Word by Word: The Secret Life of Dictionaries.