might be “programmed” to expect and take risks, but everyone should
understand that business is business. It is NOT personal! A man or
woman who is not willing to take some risk will be at a career
disadvantage. Many HR professionals say that the barriers to risk-taking
in women are frequently internal, rather than external. Women find
themselves taking criticism personally. Men and women should speak up
in meetings if they have something worth saying. There might be some
social discomfort (risk) in doing so, but it can be overcome.
Did you ever hear of the Imposter Syndromes? Some people do not
evaluate themselves objectively; they are afraid that someone will really
find out that they are not as bright or as competent or as... (you fill it
in). This might surprise you, but some people in top positions still
wonder exactly what they are doing and how they got there.
“If you are approached to take on a new project or position, think
seriously about taking it. You wouldn’t have been offered the project if
someone didn’t think you could handle it.” Then continue: “Mind you, I
am not suggesting that you throw caution to the wind. Being ambitious
does not mean taking big risks. It means setting a stretch aspiration, and
then using the tools and resources to de-risk that ambition.”
What does a stretch aspiration look like for you?
What is the level of risk, after you de-risk it?
“You can learn to take more risks by getting more adept at evaluating
them. Many companies equate innovation and growth with risk-taking.
Certainly calculated risks must be taken, but getting to the future first is
not simply a matter of having more risk-takers. Getting to the future first
is less about making heroic investments than it is about de-risking heroic
ambitions.”
Step 7: Bring the session to a close:“You have your plan for taking a risk, so try it out. Call your partner to let
him/her know how it went. Then try to meet to again to review the questions
on the handout. Be one another’s support system. And good luck!”POST-ACTIVITY REVIEW
Take time shortly after conducting this activity to reflect on how it went, how engaged
the participants were, and what questions they raised. Then, make notes that include
how much time you actually spent on the activity.(^260) THE LEADERSHIP TRAINING ACTIVITY BOOK