“Real change agents comprise less than
10% of all business people,” Jack Welch.
Most leaders play not-to-lose rather than playing to win, especially in large organizations. The more we have to lose the more we play not-to-lose.
What we protect owns, limits, and controls us.
What we risk propels us forward.
When to risk:
An unsatisfying present continues until you step toward your new future. If the present satisfies, roll over and go back to sleep. Listen to discontent – it’s yelling, “Get up and get moving.”
If the present is unsatisfying, risk losing it. It’s riskier not to risk when the present sucks.
- What could you gain?
- What could you lose?
- What happens if you don’t change?
- Who do you want to be? “To dare is to lose one’s footing momentarily. To not dare is to lose oneself,” Soren Kierkegaard.
- What’s in you that suggests success is possible?
- What weaknesses require compensation? Risks become peril when you ignore your weaknesses – build the team.
- 70% certainty is enough.
- Postpone all or nothing moments. Don’t go all in on the first play.
- Use long-term purpose to fuel passion and provide guidance. Set one eye on the future while focusing on the present.
- Acknowledge failure courageously and quickly.
- Adopt experimental mode. Say, “Let’s see what happens.” Failed experiments aren’t cataclysmic, they’re expected.
- Success isn’t the path to success – learning is. “I am always doing that which I cannot do, in order that I may learn how to do it,” Pablo Picasso.
- Keep opposites handy. Those who aren’t like you add more value than those who are.
- Don’t quit! Adapt.
- Measure and evaluate progress.
- Adapt again.
Bonus: Have fun. (Include on all lists.)
What questions can risk-takers ask?
How do you decide a risk is worth taking?
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