Act Different: When it Comes to Making a Difference, Less is Not ...

It?s In Our Genes | Humans have an aversion to loss; we don?t like to lose things we already have. This sense is measurably stronger than our desire to achieve a gain. We also avoid risk. We don?t like to take chances; it?s part of our wiring. When times are uncertain, our aversion to loss and risk goes up ? a lot. Decisions that might have made sense several years ago have now gone beyond many people?s threshold to tolerate risk and pursue gains. What that means to the global economy is that decisions which should be made are not, and our potential for step-change improvement is hobbled. For individual businesses, it means the same thing ? decisions that should be made are not, and projects aimed at bigger, better and less incremental results, are rare.

These constructs ? our basic human tendencies and the economic environment ? affect us all at a very personal level. Think about it from your own perspective. It?s likely that you can identify recent decisions you?ve made to not invest time, energy or money into something that really ought to be done ? perhaps much needed home repairs or something related to personal health and fitness? Or, maybe you?re aware of a problem at work and instead of pushing your solution, you?ve held back. People?s livelihood (their job) is one of their most valuable assets. Better not to draw attention for fear of failure or undue scrutiny ? which could result in loss. See the connection? These decisions are so internal that we often don?t realize they?re part of our day-to-day experience.

More Than Personal | How does all this manifest itself on a broader scale ? like at a business level? Starting at the top, it?s safe to say we know a few things about leaders ? the ones who run companies, or pieces of companies or government agencies. We know they have daunting responsibilities, lots of pressure to perform and significant issues to solve. At any time, leaders are intimately aware of a few select big-ticket items that, if improved quickly, would make a meaningful difference to the company, their team and to their own success.

We also know that they?re human and therefore subject to the same loss and risk avoidant behavior as everyone else. Sure, it?s probable that their tolerance for risk and desire for gain is higher than for people not in those types of roles; everyone has a slightly different profile. And, their decisions often do put more at stake. Therefore, risk is higher and potential for loss greater. For them, just as for everyone else in times of uncertainty, risk avoidant behavior increases. On the one hand, company leaders may be less willing to make decisions and take risks because there is more to lose. However, it?s important for them to recognize that during these times there is also more to gain.

Then and Now | Prior to the last few years, it was easier for leaders to decide to aggressively address one or two of their most urgent priorities. Economic and cultural cushions meant there was more tolerance in the system. Economic because times were good; there was more of a financial backstop. Cultural because risk taking inside the company was less risky. ?Why not take a chance? We can recover if there?s a problem.? The less risky part of this statement is the attitude toward risk, as opposed to the financial implications.

Today, if there?s a failure or misstep, there is a perception (and often reality) that things could go wrong; people could lose their jobs ? including the decision maker. However, it is exactly because of today?s economic environment and the nature of frozen decisions, that there is more opportunity than ever to do something big and potentially great. Unfortunately, most people?s risk profile, including top leaders, has gone to the never-never land of ?I?m not going to do things that draw attention. What if it doesn?t work out? There is too much risk, with not enough reward.? This is rationalized with the notion: ?Steady as she goes, we?re in uncertain waters.?

Act different | There?s way too much avoidant behavior going on today. ?Maintain the status quo? is not on any leader?s to-do list. Instead, part of every leader?s accountability is to make things happen for the betterment of the company. And usually, there is some level of risk and potential for loss associated with their decisions; it?s part of the job.

Organizations share a common way of thinking and acting. Entire enterprises will shift biases toward risk and loss in direct alignment with environmental shifts. In other words, a faltering economy fosters increased risk aversion and loss avoidance. ?When this happens, the organization gives subtle, and sometimes not so subtle, cues that it?s acceptable to avoid risk, be incremental and not change much. Only the strongest leaders emerge from the crowd and push forward.

Next time you?re faced with an opportunity to take on a new challenge and make something happen ? no matter where you are in the organization ? don?t slow down by taking the incremental approach and hope for the best. Instead, SPEED UP and take advantage of the fact that everyone else, including your competition, is abiding by their natural tendency to slow down.

Source: http://www.kaufmanglobal.com/blog/act-different-making-difference

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