Risks of not taking risks at work

A few years ago I was facilitating a leadership session for a local business group. During the course of discussion I asked the audience for their definition of success at their respective organizations.

When asked the question, the attendees grew silent.

Finally, one of the attendees raised her hand and responded that success for her and others at her company was “not getting fired.” Her response was followed by a number of the other attendees’ heads nodding in agreement.

Needless to say I was surprised by the response.

We explored the concept further as a group and discovered that many of the attendees were in organizations where it was in their “best interest to play it safe,” not take risks and just do their jobs.

Apparently, maintaining the status quo was the perceived goal to achieving personal, professional and organizational “success” for some of the attendees.

Ironically, when I facilitate leadership retreats with top executives, one of the themes that consistently surfaces, is that they are challenged with ways to encourage their existing teams to innovate and take risks. In fact, I have yet to meet a business owner or CEO who does not desire new ideas from their team that will support the organization’s success.

So why in some companies, is there difference between how employees act and what top leadership expects?

If this disconnect is occurring in your company, consider some of the following:

• Set the foundation — Ensure that your organization has a performance management and rewards program that supports risk-taking, challenging the status quo and sharing new ideas. The concepts should also be part of your organization’s corporate values.

• It starts at the top — The organizational leader needs to publicly share with employees that developing new and better ways of doing things at work is a performance expectation. And, that the intention is to constantly challenge the status quo even if it is apparently working. There is always a better way. And, the organizational leader needs to ensure that every member of his/her management team is on board with supporting innovation.

• Recognition — Ensure that your organization is recognizing innovation, new ideas and risk-taking. This can be accomplished at employee and management meetings in addition to company newsletter and other internal communications. The more public, the better. And, whenever possible the organizational leader should be the one recognizing the individual or groups responsible for taking risks. Recognition can take many forms and includes promotions, compensation adjustments, gifts and/or public recognition.

• Recruit and hire rebels — Not every employee is a risk-taker. Yet, in order for your business to succeed and grow you need a core population of employees who are biased toward shaking things up, and directed toward continuous process improvement. Hopefully, you know who these individuals are in your company. With prospective employees, ensure you have appropriate selection tools to be utilized during the recruitment process designed to identify candidates who are risk-takers and who embrace change.

The business climate is dynamic and for companies to succeed, adaptation and change are required.

In order to move forward, you need to have the right people, in the right environment with the right leaders. Remember, if your staff goes through the motions (which preserves the status quo), your organization will go nowhere, which is an awful place to be.

The greatest risk your organization has today is not to take any risks at all.