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Published on May 28, 2018

How to Take Calculated Risk to Achieve More and Become Successful

How to Take Calculated Risk to Achieve More and Become Successful

Risk is something we all have to face in our lives but appreciating its value and impact on our lives is not always easy.

I asked my social media friends on a survey whether they felt risk was a good thing and 100’s said yes and yet I know from my clients that this doesn’t equate to 100% of people taken every risky action they could to achieve more and live a life that fulfils them.

Take the client that needed a coaching session to get them to take the jump into self employment. They knew in their heads that with over 20 years at the pinnacle of their career, they could do it. But they needed their coach to be the one that took the training wheels off and said “let’s do this!”

We don’t all take the risks we should in life. What makes a risk feel too big? What external impactors change our perception of risk and what’s the difference between good risk and bad? When should we be risk adverse? And how can we work out the difference and step up to take the risks that could change our lives (for the better)?

What is calculated risk?

Let me ask you:

“Would you cross a 3 lane road of fast moving traffic?” The answer is likely to be “no” right?

What about if I asked “Would you cross 3 lanes of traffic at night?” Still a “No?”

What about if I said “Would you cross 3 lanes of traffic that had a pedestrian crossing?”

Look how the risk changes. It is the same road with the same cars, but we’ve gone from a risk that we are unprepared to take to one that has an element of control and expected outcomes. That is what a calculated risk is.

Would you quit your job right now and set up in business on the street corner in an hour’s time? No of course not. However, would you quit with a plan of action in a set period of time? Possibly?

The thing about calculated risk is that humans have to deal with their perceptions or reality, their emotions, feelings and even beliefs to be able to take on risk. And that is why you may see 100% of people saying “Take the risk”. However if questioned further, I could probably find at least one occasion where every single person should have taken the risk and they didn’t.

I’ve seen people turn down contracts, delay travelling, delay saying “yes” to marriage, delay quitting their job and even delay having their hair chopped off because they’ve not been able to calculate the risk with an outcome that they deem will be satisfactory.

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Is all risk calculated?

In a speaking engagement, I once re-enacted the moment when the hero of the film is hanging on for dear life to the side of a mountain. There’s no hand places left going up. They can’t go down and there’s no way out, the baddies are shooting at them from every angle and you think “there is no way out of this!” and then miraculously they let go tumbling through the air, landing in a helicopter that flies into view being flown by the gorgeous incredibly clever side kick.

Risk is a bit like that.

The first time James Bond, Jack Reacher or Lara Croft let go and went in a new direction, they were probably experiencing massive levels of fear. However, by overriding that fear, they were able to create a new definition of what is possible. It’s not called mission impossible for nothing.

But how can we know it’s a good idea to jump and when it’s going to lead to impending doom?

Interestingly, children seem to be risk blind for a while. It is adults that stand behind them shouting “don’t do that, you will fall and break your neck!” Do children stop doing stupid things? A and E departments would argue no.

But if we didn’t take on risk we’d never learn to walk. The first time you pulled yourself up on to your legs and stood there jumping up and down with a grin that says “Look what I can do” was sheer joy, not so much fun the next time you tried it and nearly removed your nose. Most parents will have a story of how their child made their hearts leap with absolute terror as they did something stupid, but risk needs us to test its limits or we will all be still sat in baby gyms unable to reach the cool toys.

The reason some people achieve great things is because they are prepared to test their risk limitations.

How to grow your risk tolerance to achieve more?

Here I’ve aimed to break down what you need to keep your eyes peeled for, how to fix what you find and what you need to do so that you can calculate risk and achieve more with the following methods:

The RRIS method

R – Research everything you aim to achieve.

But also know when to stop researching and get on with it. The amount of clients I’ve worked with who are so ready they could be the most intellectual person on the planet on their area of expertise.

It’s easy to get in the trap of “doing just a bit more research” to get you out of taking action. So do your research and use the other tips to help you to take action on your knowledge.

R – Rationalize your reality.

I often hear clients say things that once said back to them they can quickly (and often embarrassingly) see that it’s just not true. They’ve twisted reality to enable them to stay safe.

Question what you believe to be true and the results you perceive to be impossible to avoid. Do you have evidence to prove your reality or are your thoughts just enabling your comfort zone to stay the same size?

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Comfort zones are like big thick duvets. Glorious in the middle of winter with the rain battering the windows and you are curled up safe and warm, but hideous in summer, when the same duvet can wrap itself around you becoming a sweaty trap for your legs to get caught in.

If you know that a comfort zone is twisting your reality, you can be like two versions of my clients:

  1. They like to get so far out of their comfort zone that they can’t see it any more. They do big actions putting into action the right support to achieve them. Learn and move on.
  2. They would literally feel stuck in fear if you offered them option 1, therefore they like to do things in small tiny morsel sized bites. If this is you, arrange to challenge your beliefs around anything in your life (not just related to the calculated risk to achieve more).

If you like structure, start the day in a way you wouldn’t. Get dressed before you brush your teeth, listen to a different radio station, choose a different route to work.

Silly things that make you think about what you are doing can help you see that different is not bad. Different can be exciting, new, rewarding and so much else. And tiny steps can be right for some.

I – Ideas can reduce or inflame our capability for calculated risk.

Before you do anything, somewhere in your head it was a thought. When you really appreciate this, you are able to see that before you take on any risk, you have to have the ideas behind it to achieve.

Ideas like this will be exciting, life changing, and will work and make my career. What phrases would you create to describe the result of your idea?

If you notice they are negative, where’s your evidence? Clients often tell me that I make them take risks. As a coach, that’s impossible. My job is to enable them to see what they really want and overcome the beliefs and obstacles towards going for it.

Once we are faced with our facts on our skills, past successes and capabilities, we can’t help but ask “what is stopping you?” By doing this, you are creating solid foundation to get great results because your ideas are positive and not made up of illogical untruths like “it won’t work”, “what if I fail”, “it’s not done like that”, “I will end up looking stupid”.

S – Success over scares

It is a calculated risk and therefore something that is worth investing in and going for when our level of fear is reduced and our belief about success is raised. Where do you stand on this scale?

Scared! vs Success!

Now add in the following words to the above scale. Where would they sit?

  • Staying safe
  • Stuck
  • Self esteem
  • Stopping myself

Can you start to see how there is a big gap between scared and success? And between the two there will always be elements of feeling safe or stuck and worrying about whether you can do it. The important thing to remember is that you will never completely bridge the gap between scared and successful. A little fear is really good for you.

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I’ve never had a speaking engagement where I don’t feel a little nervous. 9 years ago that wasn’t nervousness that was absolute terror. And I once read “it’s not stage fright, it’s performance energy.”

What description would you like to use do describe your calculated risk? If you were to say it out loud, would it be a positive sentence or one that reduce you to fear? Your words and finding your place on the scared to success scale could define your likelihood of success.

The know-it kit

Taking the risk is scary, from the client that wanted to confront their boss of 10 years and make a suggestion that they knew flew in the opposite opinion of their boss, to the singer who is too scared to stand in front of an audience. The important thing is to remember that you are in control of the risks you take and a know it kit can help.

Know the times you’ve been successful.

Lot’s of clients will tell me that their fear is overriding their beliefs about what can be achieved. At times like that it’s no good to think something different and expect it to magically make it seem easy.

Get the facts on your side. As much as you heart will fill your head with negativity, hanging on to the facts of what you’ve already done in life is something you can’t argue with.

Know the skills you have.

As above, when we take on a risk, we need to know we’ve got what we need to get the results we want.

Know that mistakes are good.

No exceptional rise to success didn’t have set backs, no great inventions didn’t have failures (with many of those becoming inventions in their own right) knowing that mistakes are an opportunity to learn and good for the end results can ensure you take action even when the fear is raising its ugly head.

International Vocal Coach Gemma Milburne shared,

“I think many of the greatest singers are the most willing to take risks. You have to risk going out of tune, making mistakes, sounding awful, in order to get REALLY good at singing. As a vocal coach a lot of what I’m doing is helping singers to face that ‘mental’ risk that’s in a person’s head.”

Know the people you can trust.

When everything is in place, you’ve got the evidence, you’ve done your research, you are accountable, focused and ready for action, sometimes just a chat with the right person can be all you need.

Who is in your Know it Kit? You can trust them to say what you need them to say. And not just “you will be great dear, go for it.” Having the right people there that will challenge, empower and ensure you’ve ready in every capacity to make it happen.

Before a petrified public speaker has taken to the stage or a client has walked into a room to go for their big dream, I’m often the one they text as they walk in for that last minute reminder that they’ve got this.

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Know the way you have to feel.

And lastly, don’t forget that even with the right words from the right people, it is still down to you.

Sometimes cultural beliefs and feelings can slip into our mindset, other people in the same industry can tell us “it’s never been done like that” and it can knock our focus and derail our thoughts.

How do you need to feel to get the results you want? If I told a person from 200 years ago that they could fly anywhere on this planet in the same day, I’d likely have been locked up. Our beliefs change with time and experience. Do you want to be the person that creates the thoughts and beliefs of the future? Or wait for someone else to have taken the risk (and the glory!) and to leave you wishing “I wish I’d taken that risk”?

Face your fear and take risks

Looking back to myself years ago, Mrs. Nervous Wreck lacking in confidence…

She looked up at the chandelier that was taller than her house and tried to focus her thoughts. No amount of “thinking positive” was working and she just wanted her spleen to burst so she could end up in hospital safely away from this extravagant room and all these people. How could she ever have thought it would be a clever idea to speak to a room full of her peers?

Less than 5 months prior to this moment, she’d stood in front of just 25 business owners and faffed, and fumbled through her words, feeling like a complete fake wishing to never see any of these people ever again. Heck even a career in a local fast food place would be better! She’d made a memorable impression but for all the wrong reasons and one of the audience had taken great delight in reminding her of her epic fail, so what had driven her to do it again?

That was me but for some reason, I’d decided to take the risk and speak on another stage in front of more people.

In many ways, I was hardly recognizable from 9 years ago to today when I’m described as “one of the best speakers I’ve ever heard” and “changed my life in one hour.” Clearly my ability and attitude to speaking to an audience changed but what else?

It was how I faced my fear and how I grew my risk tolerance to achieve more.

By taking my advice on how to take calculated risks, you will gradually find yourself becoming braver and embracing more opportunities. You’ve got this!

Featured photo credit: Pixabay via pixabay.com

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Mandie Holgate

Coach, International BEST Selling Author, Speaker & Blogger helping thousands around the world.

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Last Updated on March 15, 2019

How to Be a Leader Who Is Inspiring and Influential

How to Be a Leader Who Is Inspiring and Influential

When I began managing people 15 years ago, I thought having a fancy title was synonymous with influence. Over time, I learned that power is conferred based on likeability, authenticity, courage, relationships and consistent behavior. When leaders cultivate these attributes, they earn power, which really means influence.

Understanding influence is essential to professional growth, and companies rise and fall based on the quality of their leadership.

In this article, we will look into the essentials of effective leadership and how to be a leader who is inspiring and influential.

What Makes a Leader Fail?

A host of factors influence a leader’s ability to succeed. To the extent that leaders fail to outline a compelling vision and strategy, they risk losing the trust and confidence of their teams. Employees want to know where a company is going and the strategy for how they will get there. Having this information enables employees to feel safe, and it allows them to see mistakes as part of the learning journey versus as fatal occurrences.

If employees and customers do not believe a company’s leadership is authentic and inspiring, they may disengage, or they may be less inclined to offer constructive criticism that can help a company innovate or help a leader improve.

And it is not just the leadership at the top that matters. Middle managers play a distinct role in guiding teams. Depending on the company’s size, employees may have more access to mid-level managers than they do members of the C-suite, meaning their supervisors and managers have greater influence on the employee and the customer experience.

What Is Effective Leadership?

Effective leadership is inspiring, and it is influential. Cultivating inspiring and influential leaders requires building relationships across the company.

Leaders must be connected to both the teams they lead as well as to their own colleagues and managers. This is key as titles do not make a person a leader, nor do they automatically confer influence. These are earned through trusting relationships. This explains why some leaders can get more out of their teams than others and why some leaders experience soaring profits and engagement while others sizzle out.

Eric Garton said in an April 25, 2017, Harvard Business Review article:[1]

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“… inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control.”

How to Be an Inspiring and Influential Leader

To be an inspiring and influential leader requires:

1. Courage

The late poet Maya Angelou once said,

“Courage is the most important of all the virtues, because without courage you can’t practice any other virtue consistently. You can practice any virtue erratically, but nothing consistently without courage.”

Courage is required in the workplace when implementing new strategies, especially when they go against professional norms.

For instance, I heard Lisa TerKeurst, bestselling author and founder of Proverbs 31 Ministries, explain her decision to move away from her company’s magazine. While the organization had long had a magazine, she saw a future where it didn’t exist.

In order to make the switch, she risked angering her team members and customers. She took a chance, and what started out as a monthly newsletter, has grown into a multi-dimensional organization boasting half a million followers. Had Lisa not found the courage to change the direction of her organization, they undoubtedly would not have been able to experience such exponential growth.

It also takes courage to give and receive feedback. When leaders see employees who are not living into the company’s mission or who are engaging in behavior that may undermine their long-term success, one must risk temporary angst and speak candidly with the colleague in question.

Similarly, it takes courage to hear constructive criticism and try to change. In business, as in life, courage is necessary for being an inspiring and influential leader.

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2. A Commitment to Face Your Internal Demons.

If you feel great about yourself, enter a leadership position. You are likely to be triggered in ways you didn’t think possible. You are also likely to receive feedback that may leave you second-guessing yourself and your leadership skills.

The truth about leading others is that you get to a point where you realize that it is difficult to take people to places where you yourself haven’t gone.

To be an influential and inspiring leader, you have to face your own demons and vow to continually improve. Influential leaders take their personal evolution serious, and they invest in coaching, therapy and mindfulness to ensure that their personal struggles do not overshadow their professional development.

3. A Willingness to Accept Feedback

Inspiring and influential leaders are not afraid to accept feedback. In fact, they actively solicit it. They understand that everyone in their life has a lesson to teach them, and they are willing to accept it.

Inspirational leaders understand that feedback is neither good nor bad but rather an offering that is critical to growth. Even when it hurts or is an affront to the ego, influential leaders understand that feedback is critical to their ability to lead.

4. Likability

Some people will argue that leaders need not worry about being liked but should instead focus on being respected. I disagree. Both are important.

When team members like their boss and believe their boss likes them, they are more likely to go the extra mile to fulfill departmental or organizational goals. Likable leaders are moved to the front of the line when it comes to being influential.

Relatedly, when colleagues feel management dislikes them, they experience internal stress and can spend unnecessary time focusing on the source of their manager’s discontent versus the work they have been hired to do.

So, likability is important for both the leader and the people she leads.

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5. Vulnerability

Vulnerability is critical for being an inspiring leader. People want the truth. They admire leaders who can occasionally demonstrate vulnerability. It promotes deeper relationships and inspires trust.

When leaders can showcase vulnerability appropriately, they destroy the illusion that one must be perfect to be a leader. They also demonstrate that vulnerability is not a dirty word; they too can be vulnerable and ask for a helping hand when necessary.

6. Authenticity

Authenticity is about living up to one’s stated values in public and behind closed doors.

Influential leaders are authentic. They set to live out their values and use those values to guide their decisions. The interesting thing about leadership is that people are not looking for perfect leaders. They are, in part, looking for leaders who are authentic.

7. A True Understanding of Inspiration

Effective leaders are inspirational. They understand the power of words and deeds and use both strategically.

Inspiring leaders appropriately use stories and narratives to enable the teams around them to see common situations in an entirely new light.

Inspirational leaders also showcase grit and triumph while convincing the people around them that success and victory are attainable.

Finally, inspiring leaders encourage the teams they lead to tap into their own genius. They convince others that genius is not reserved for a select few but that most people have it in them.

As explained in the article True Leadership: What Separates a Leader from a Boss:

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“A leader creates visions and motivates team members to work together towards the same goal.”

8. An Ability to See the Humanity in Others

Inspiring and influential leaders see the humanity in others. Rather than treating their teams as mere tools to accomplish organizational goals, they believe the people around them are unique beings with inherent value.

This means knowing when to pause to address personal challenges and dispelling with the myth that the personal is separate from the professional.

9. A Passion for Continual Learning

Inspiring and influential leaders are committed to continual learning. They invest in their own development and take responsibility for their professional growth.

These leaders understand that like a college campus, the workplace is a laboratory for learning. They believe that they can learn from multiple generations in the workplace as well as from people from diverse racial and ethnic backgrounds.

Influential leaders proactively seek out opportunities for learning.

The Bottom Line

No one said leadership was easy, but it is also a joy. Influencing others to action and positively impacting the lives of others is a reward unto itself.

Since leadership abounds, there is an abundance of resources to help you grow into the type of leader who inspires and influences others.

More Resources About Effective Leadership

Featured photo credit: Markus Spiske via unsplash.com

Reference

[1] Harvard Business Review: How to Be an Inspiring Leader

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