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:
"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.
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.