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seven High Costs of Attempting to Eliminate Danger

Every leader attempts to limit danger as much as possible when making choices. We don’ to want to jeopardize the organization – ultimately people – we are looking to lead, so we make an effort to have good techniques and procedures, boundaries in place, adequate assets, and even contingency or emergency plans. But there are some high costs when we attempt to eliminate just about all organizational risk.

I’ ve seen leaders confuse an attempt in order to restrict risk with attempting to eliminate EVERY risk . There exists a big difference. I’ meters not sure we can ever fail-proof anything, therefore it’ s an ineffective attempt at best to get rid of risk completely.

When we are more rule-centric or risk-adverse than we are willing to “ take a chance” or “ try something new”, our own opportunity costs surpass our potential cost savings from attempting to get rid of all risks. Every effective organization embraces a great amount of risk. And there are several high costs involved when a leader who might be overly cautious.

Here are seven high costs of attempting to eliminate risk:

Limited growth.

Individually and corporately, with no certain amount of danger there is no potential for development. Growth happens in environments where the potential to fail is prevalent, accepted, rather than scorned. People are not really afraid to take possibilities.

Unfulfilled dreams.

Dreams are made of the seemingly impossible. The bigger the desire the greater the risk. Healthy groups and organizations have got big, lofty desires pulling them forwards.

False reality.

Life is a constant risk. If a leader has like a goal an attempt to remove it they are basically playing tricks with mirrors and fancy lights. They’ ve created an unachievable expectation for people who stick to.

Underutilized resources.

“ Playing this safe ” may make more sense on paper. It may also feel comfortable, but frequently when resources are stretched is once the greatest growth potential occurs. Ask problem – “ What would we do whenever we were forced to change and there was no money available? ” It’ ersus amazing how creative people can become.

Lost time.

The time you invest trying to get rid of risk could be used to leverage risk to get a greater gain. All of us only have so much time, so leaders must be diligent stewards from it.

Expensive opportunity loss.

Whenever you choose never to do something because of the danger involved, there is always the loss associated. The organization will miss out someplace on something simply by not moving forward soon enough. The greatest discoveries frequently involve people who are prepared to assume the greatest dangers.

Diminished momentum.

The fact is risk fuels momentum. There is something within most of us – especially the entrepreneurial chief types – who have thrive on achieving those things which appear impossible. When the chance of failure is high so are the components which fuels momentum.

Chief, you can never completely eliminate risk which is one of the hard parts of leading. The time you spend trying to do so will take precious time from doing other things, which probably can reap higher incentive. Risk is a truth to be managed no problem to be avoided.

(This holds true, of course , when top in the church. Maybe more so, because we have been to always be faith-driven. Belief always, by description, deals with a level from the unknown. )

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