We are hardwired to feel at risk much of the time. The problem this presents to leaders is that we will find it hard to bring the most creative, powerful version of ourselves forward when the safety mechanism is operating in the background.
Why not taking risks is more dangerous than you think
By Randy Chittum, Ph.D.
“When I let go of what I am, I become what I might be.” – Lao Tzu
In 2015, this leadership column will focus on the theme of leading in a world, and industry, where uncertainty and complexity are paramount. From this “place” we might notice that what is most important is that which is emerging in the moment. What is emergent is more significant than what has been, or even our predictions for what might be. In this world, patterns may be discernible but not necessarily trusted.
The column focus this year is on how we lead given this level of uncertainty. As we often do, we start with how we get in our own way.
A reactive mindset
We spend a good part of our lives reacting to things around us not based on what makes sense but on what keeps us safe. Our needs for safety are unique, but always present. Did you know the brain has five times as many neural networks designated to identify danger versus pleasure? We are hardwired to feel at risk much of the time. The problem this presents to leaders is that we will find it hard to bring the most creative, powerful version of ourselves forward when the safety mechanism is operating in the background.
Personal courage shows up on many models of leadership competence. What does it actually mean to be personally courageous at work and in our leadership role? We might imagine it as speaking unpopular truth, especially to power. We might further imagine it as pursuing a bold vision of a future. It is certainly those things and many more.
Personal courage begins with not being defined by our need for safety. How can we speak truth to power when we protect ourselves from offending others? How can we pursue bold vision when we protect ourselves against failure?
This all serves to keep us playing a small game. We could survive with that mindset when things seemed to be more predictable and incremental improvement was sufficient to stay in the game. As stated earlier, these are not those times.
Create your outcomes
Learning to operate from an outcome-creating mindset as opposed to a protection-reacting mindset is the deepest work of leadership. This shift is a true transformation, because once done it cannot be undone. This move starts with a deep understanding that safety is an illusion.
Ever hear of stories of the person who stood up to power and got fired for their boldness? Because they support a narrative that keeps us playing small, these stories get told over and over. In truth, these events are rare and always lack context in their telling. We are much more likely to fail a little bit at a time by unconsciously focusing on NOT taking risks – playing small.
There is much more coming this year on this topic. For now, ask yourself “What is one area of my leadership where I repeatedly feel an instinct to act that I then ignore?”