My leadership programs this week were vibrant with great fun, laughter, learning and connecting. The participants were eager to grab some new skills for their leadership toolbox while sharing their knowledge and experiences. As they worked on some of their department challenges, something that I hadn’t seen recently emerged. Discussion after discussion sounded like this:
“When we can’t solve our problem, we just give it to our boss.”
“We have little control over changing it, so we might as well just work with it.”
“We have some great ideas to improve the process, but we don’t think anyone will listen to us.”
Not a great mindset for innovation or change. Were these talented individuals really unable to take a risk? Did they really not see how they could make a difference and not just rely on their bosses for change? So began our time together.
As the workshop progressed, the energy began to grow. The team’s problem solving became very focused and idea after idea began to surface. Confidence started to build and possibilities were being heard across the room. So how did these teams of risk-adverse individuals transform into a “We can do this” strategy?
Here are the five ways to turn around risk-adverse thinking:
1. REFRAME THE NEGATIVE
The negative perspectives that came with the participants were impacting their ability to take on their challenges. When we set ourselves up for failure, we will have a difficult time achieving success.
Swap out these statements for positive affirmations:
Instead of saying: “My boss gets paid to make this decision”, say “I can offer some great ideas to help my boss make this choice.”
Instead of saying: “I have no control here”, say, “I want to make this happen and will help in any way I can.”
[Tweet “Leaders who take risks can move from negative to positive thinking.”]
2. TRUST YOUR ABILITIES
What the individuals realized in the programs was that they had great front line experiences and knowledge that their bosses could use in making some changes. They needed to recognize their valuable skills and strengths and then be open to sharing them.
3. BRAINSTORM WITH THE TEAM
Brainstorming is a great technique to get ideas and suggestions out in the open. During the brainstorming sessions, wild proposals emerged. When teams are careful not to judge or eliminate possibilities at the start, piggybacking off one another’s suggestions, can elicit extraordinary results.
Hint: If a team wants to practice brainstorming, start with looking at uses for everyday objects such as a rubber band or an empty water bottle.
[Tweet “Brainstorming can help leaders empower others to share their ideas.”]
4. LOCATE THE DECISION MAKERS
After the innovative solutions were defined, the teams spoke about who would be the right people to approach to hear their ideas. It is critical to identify who has the authority to say “yes” to a new direction.
5. SELL THE PLAN
The final piece in taking risks is being able to influence others and have them buy into the changes being proposed. To do this:
- Present the plan in a clear and organized way
- Give specifics and reasons for the change
- Be confident and project like a professional
- Don’t make the pitch by yourself but involve others on the team
Have you ever let the fear of taking a risk prevent you from acting? How have you handled risk taking in your leadership?
(photo credit-Flick creative commons Les Roches International)
Terri, This is just excellent. What I often find makes folks risk adverse is fear of failure. If we want people to take appropriate risks, it’s important that we don’t freak out if they make a mistake 😉
Fear of failure is definitely another reason why leaders may not want to take a risk. It is so hard for some of us to show our vulnerable side and therefore we tend not to want to stretch ourselves. Without taking risk, we can’t grow our leadership and we may end up stuck at a crossroad.
Thanks Karin!
This is a great list, Terri!
Reframing the negative has always been very successful for me. Often, life and circumstances is all about how we look at it. If we look for the negative or assume it’s a huge roadblock, we won’t find ways around it.
Even if the positive isn’t what we expected, there is always a way to move forward. Sometimes the roadblock is there to teach us how…
I agree LaRae that many leaders get focused on why something new may not work rather than how to look at the problem in a different way.
It is so interesting how our minds can actually help us or hinder us in tackling challenges. If we can create a more “Can do” perspective, we empower ourselves to make things happen or change. That played out in the workshop with innovative suggestions emerging once there was a mind shift.
Thanks LaRae for your great additions!
Like Karin and LaRae, I think you make a lot of strong points here. One that’s often overlooked is “sell the plan.” It’s different than just presenting it on the fly. Preparation is required and it needs to go tap into current pain points and address real needs.
In the past, when I was a corporate VP, I had people pitch me ideas that I liked but they didn’t think through implementation and were not ready for me to ask questions that went below the surface. For example, I remember being pitched a program to help the division “go green.” When I asked what they recommended, all they suggested was we use less printer paper and put recycling bins next to the printers. While both good ideas, they hadn’t thought it through beyond that but in their excitement wanted to present to me to get things rolling. Pitching your idea, even internally, isn’t just throwing it out on the table and seeing how your boss reacts and what they think you should do.
The leaders that go through your training programs clearly break the frame! 🙂
Thanks, Terri!
Great point, Alli! To be influential and persuade others to embrace our ideas means a well thought out plan, complete with objectives and timeframes. In the workshops, we talked a lot about who were the decision makers and how they received data and information. When presenting our solutions or ideas, we need to be clear, organized and demonstrate how they will add to the bottom line in the organization.
The story you shared of going green is such a perfect example of well meaning with no organized action plan. It is a powerful display of not being complete on taking a risk. This last part can often derail a lot of hard work if the sale can’t be made.
Thanks so much for adding to the idea of selling our ideas! I appreciate it Alli!