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3 Reasons Your Company Should Hire Risk-Takers

ByJason Richmond,
business.com writer
|
Apr 06, 2018
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Your company and culture will benefit from the risk-taker within.

Does taking risks scare you? To an extent, maybe it should – fear is a built-in mechanism warning our bodies that something may not be right. On the other hand, what if this mechanism was just another obstacle to hurdle on the path to success?

In recent years, companies have been gravitating away from the head-down direction-takers and instead moving toward those willing to take matters into their own hands. While it may cause CEOs and leaders to step out of their comfort zones, here are three reasons why your company should be embracing the risk-takers these days: 

Out-of-the-box thinking

"Companies need fire starters – the people willing to ignite a different kind of conversation," an executive with an S&P 500 company recently said to me. To his point, it's the employees willing to avoid the normal courses of action to arrive at a new way of thinking and success. Those confined to standard methods will hardly see the same growth as those willing to think and operate outside the box.

Untapped creativity

The risk-takers within a company offer another advantage necessary for growth and continued success: creativity. With the rush of millennial employees to the workforce, creativity is being expressed through nontraditional techniques as the most tech-savvy generation paves the way. The surge of tech-savvy and skilled team members is helping to tap into a new outlet for those in various company departments, such as marketing and design. 

High-achieving team players

For those who associate an adventurous employee with poor decision-making and an inability to work as a team, you may be pleasantly surprised: The freedom created from that type of culture helps people to be either team players or mavericks – and both are beneficial for the company. Sometimes the employees break into inspire teams working toward a common goal, while sometimes it's a singular effort on the part of an employee who has a vision and runs with it.

Even the leadership teams take their cues at times from the risk-takers in the company, understanding that there are times to support from above and times to follow from behind. It's an often-overlooked quality of management to truly recognize the momentum of an employee and allow the space to let what is happening evolve. After all, these employees were hired for a reason, so micromanaging would be a disservice to all involved.

For every risk-taker hired, inevitably there will be others who do not share that adventurous spirit – and that's exactly as it should be. Ultimately, it's about creating a culture rich with balance and acceptance for employees who bring their own individual skill sets and strengths to the table – and the results that come from each of them.

Jason Richmond
Jason Richmond
See Jason Richmond's Profile
My ongoing goal of continual growth started with one objective - to learn from everyone and apply those lessons to my life. My life is dedicated to understanding how I can better help others, and that’s why I’ve travelled all over the world. To take a step back, it all started with Dale Carnegie. I took the Carnegie course after three years in Australia and embraced the methods and philosophies behind it. I embraced them so much, in fact, that I dedicated my life to them. I became a partner with Dale Carnegie because I saw the impact the program had on careers around the globe. It was a genuinely enlightening moment in my professional life. In fact, it was a legitimate moment of clarity. This path led me to become a consultant for various organizations, acting as an HR partner as I developed partnerships for my clients. I had the opportunity to travel the world and work with amazing people everywhere. But why Carnegie? My passion is to learn and share what I’ve discovered. It’s to take away an experience from every situation and apply it to my life and the lives of my team members. You won’t learn if you remain stationary, and I want to learn and grow. Ultimately, my position now is a way for me to provide for people and make their lives better. I do so by uniting individuality and fostering outstanding culture. I’d rather be a leader than a pusher because people respond positively to it. After all, if I’m not energized and committed, why should my team be? I am who I am because of because I’ve had the opportunity to be a student of different cultures around the world. I don’t see myself as a CEO. I don’t see myself as an executive. I see myself as a resource for my team and my clients. If I can’t serve them, I’m not doing my job. And if I can’t serve you, I can’t say I’m doing my job, either.
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