Taking Smart Risks: How Sharp Leaders Win When Stakes are High - Hardcover

Doug Sundheim

Hardcover

ISBN 10: 0071778195 ISBN 13: 9780071778190

Publisher: McGraw Hill, 2013

Synopsis

In today's market, playing it safe is not an option

The business world is in flux, and you have to think and act quickly in order to stay competitive. But the last thing you want to do is make reckless business decisions. You have to find the middle ground. You have to take SMART RISKS.

In this groundbreaking book, leadership expert Doug Sundheim explains how to find that precise point between comfort and danger for generating the sustained ability to work at the highest level of performance.

"From Sherwin Williams to Moo.com, Doug Sundheim is onto something here: your work is worth fighting for. A worthy read for everyone in your organization."
--Seth Godin, Author, The Icarus Deception

"The risk-taking concepts in this book lie at the heart of effective leadership. Using case studies and stories from executives who have 'been there, done that,' Doug Sundheim teaches us that sometimes the most dangerous thing to do--in business and life--is to play it safe."
--Marshall Goldsmith, million-selling author of the New York Times bestsellers MOJO and What Got You Here Won't Get You There

"Sundheim delivers a message that every business needs to hear right now: excessive risk will kill you, but so will complacency. . . . If you're charged with driving growth in your organization, buy this book--but more importantly, use it."
--Jed Hartman, Group Publisher, Fortune & CNNMoney.com

"A spectacular book! The stories were powerful, the advice was crystal clear, and every few pages called me to action. I have bookmarked more pages in Taking Smart Risks than I have in any book since reading Peter Drucker's classics."
--Michael Hejtmanek, President & CEO, Hasselblad Bron Inc.

"Doug Sundheim does an excellent job of demonstrating not only how to take smart risks, but also how to lead the process of risk-taking--a critical skill set for leaders today."
--Cindy Zollinger, President & CEO, Cornerstone Research

"A compelling case for why smart risk taking is so important in today's fast-paced, uncertain world."
--Willie Pietersen, Professor, Columbia Business School; former CEO, Tropicana and Seagram USA

Taking Smart Risks reveals the secrets to discovering, planning for, and acting upon the kind of risks that will move your company forward and ahead of the competition. Learn how to:

Find Something Worth Fighting For--What do you care enough about to risk time, energy, and money to try to make happen? Determining this is half the battle.
See the Future Now--Clarify your big idea in terms of real objectives, plans, and intended results.
Act Fast, Learn Fast--Make your move quickly, but be sure you don't squander valuable resources in the process.
Communicate Powerfully--Assume communication will break down at points, plan accordingly--and don't shy away from the tough conversations.
Create a Smart Risk Culture-- Build teams that share the same mindsets and values about expected smart risk behavior.

About this title

About the Author

Doug Sundheim is a leadership and organizational consultant with over 20 years of experience in growing businesses and helping others do the same. He works with leaders and teams of Fortune 500 companies and entrepreneurial firms to help them maximize their effectiveness. His clients include Morgan Stanley, Harvard Management Company, The Chubb Corporation, Citigroup, University of Chicago, and Procter & Gamble, among others. Prior to his work in leadership and organizational consulting, he spent several years in the Internet strategy field. You can learn about Doug and his services at www.dougsundheim.com.

From the Inside Flap

The business world is in flux, and you have to think and act quickly in order to stay competitive. But the last thing you want to do is make reckless business decisions. You have to find the middle ground. You have to take SMART RISKS.

In this groundbreaking book, leadership expert Doug Sundheim explains how to find that precise point between comfort and danger for generating the sustained ability to work at the highest level of performance.

Taking Smart Risks reveals the secrets to discovering, planning for, and acting upon the kind of risks that will move your company forward and ahead of the competition. Learn how to:

Find Something Worth Fighting For - What do you care enough about to risk time, energy, and money to try to make happen? Determining this is half the battle.

See the Future Now - Clarify your big idea in terms of real objectives, plans, and intended results.

Act Fact, Learn Fast - Make our move quickly, but be sure you don't squander valuable resources in the process.

Communicate Powerfully - Assume communication will break down at points, plan accordingly - and don't shy away from the tough conversations.

Create a Smart Risk culture - Build teams that share the same mindsets and values about expected smart risk behavior.

Excerpt. © Reprinted by permission. All rights reserved.

TAKING SMART RISKS

How Sharp Leaders WIN When Stakes are HighBy DOUG SUNDHEIM

McGraw-Hill Companies, Inc.

Copyright © 2013 Doug Sundheim
All right reserved.
ISBN: 978-0-07-177819-0

Contents

Chapter One

The Dangers of Playing It Safe

Security is mostly a superstition. It does not exist in nature.... Avoiding danger is no safer in the long run than outright exposure.

—HElEN KEllER

When you think of someone who's playing it safe, you rarely think of a guy like Vivek Shah. By 2008, when he was 36 years old, Shah was group president, digital publishing at Time Inc. He was responsible for all online news, business, and sports properties, including Time.com, Life.com, SI.com, and CNNMoney.com. A creative thinker and change agent, Shah was promoted to group president because he had a knack for reinventing old magazine brands so that they could succeed in the new digital world. His biggest success was creating CNNMoney.com, a single consumer-friendly destination for all of Time's financial information that is now among the company's most valuable assets. He was named to Grain's New York Business's prestigious 40 under 40 list in 2006 (top 40 business-people in New York under age 40), and many in the industry felt that Shah was on a fast track to becoming CEO of Time.

However, Shah felt he needed a change.

In early 2010, with a stellar track record and despite a bright future in front of him, Shah walked away from Time to buy Ziff Davis, an ailing computer magazine publisher that was saddled with debt and just out of bankruptcy. He's the first to admit that it seemed like a crazy decision. But he had done his homework, and he had a vision for how to revive the once-storied brand. Finding backers, Shah crossed his fingers and jumped in. Two years later, having shed all print titles, rebuilt online brands, and launched a promising new data product, he's in full growth mode, and his prospects for the future look good.

When I asked Shah why he took the enormous career and financial risk of trying to bring Ziff Davis back from the dead, he said that beyond thinking it was a smart deal, he needed to prove something to himself.

"I had come to a point in my career where I wanted to know what I was made of," he said. "Staying at Time would have been the safe thing to do. But I wanted to know if I could build a business on my own. Could I take a risk outside of a large corporation and succeed? That question really bothered me. And I knew it would keep bothering me until I tried to answer it. The emotional cost of not risking and having to live with that regret was much greater in my mind than any career or financial costs I would incur."

In my work as a leadership and strategy consultant, this is a theme I hear often. Money is important, but a sense of accomplishment, growth, and self-knowledge is what really drives leaders, teams, and organizations to take risks.

When you play it safe, staying in the comfort zone for too long, you don't feel these things. You stagnate. And that puts everything at risk.

What It Means to Play It Safe

Playing it safe means that you've disengaged from meaningful challenges, aren't pushing yourself or your organization to grow, and aren't creating your future, but rather being passively dragged into it.

Shah's story illustrates how personal the definition of playing it safe is. Others in his situation might have considered the path to CEO to be all the challenge they needed. But that didn't matter to Shah because he didn't see it that way. Knowing himself and the questions he wanted to answer, he felt that he would be playing it safe if he stayed at Time and knew that he had to make the leap.

Over the past 60 years, professionals from the fields of psychology, philosophy, and adult development have recognized the need to engage in meaningful challenges as a primary driving force in living a satisfying life. Whether you're rich or poor, young or old, you need to get out of your comfort zone regularly if you want to enjoy life. That's because the real reward for leaving your comfort zone never lies in what you achieve by doing it; it lies in the process of doing it. You become engaged and energized, clear and confident—in a word, alive.

Leaving your comfort zone fuels growth and development throughout life. It pushes you past perceived boundaries, allowing you to realize your potential. On one level, everyone knows this. We've all faced challenges, taken risks, and learned profound things about what we're capable of doing. We've felt invigorated. And we've inspired ourselves and others in the process.

Yet on another level, it's easy to forget these moments. Fooled into thinking that it's the end results, not the process of risk taking itself, that hold the primary value, we pull back and coast. We find comfort, and we don't want to lose it. We start playing it safe, ignoring the warning signs that this is a bad idea. We seem to forget that comfort is never permanent.

Shah spotted this pitfall and avoided it. Many people don't.

How We Miss the Warning Signs

The dangers of taking too much risk are very clear. We're reminded of them in the news every day. Businesses, families, and individuals are ruined in shocking fashion—"150-year-old bank and pillar of Wall Street is gone in the blink of an eye"; "Major oil company loses $90 billion in market value in three months"; "Kite surfer tries his luck in a hurricane and slams into a building." Astounding lapses in judgment are everywhere. The warnings of overambitious risks are clear—watch yourself and don't do anything stupid.

Unfortunately, we rarely hear any warnings about playing it safe. We don't see news headlines that say, "Low-risk approach forces local business to file for bankruptcy," or, "Stunningly conservative move pushes global pharmaceutical company to the brink of failure," or "Man retires after a mediocre career and feels painful remorse for never having laid anything on the line."

The dangers of playing it safe aren't sudden, obvious, and dramatic. They don't make headlines. They develop slowly over time and are almost impossible to pinpoint. This fact often makes them more dangerous than the high-profile missteps we see and hear about in the news because, like a slow leak in a tire, you don't see or feel these dangers on a daily basis. You become aware of them only when you realize that you're stuck and you're not really sure how it happened.

The dangers of playing it safe are hidden, silent killers. You miss a job opportunity, lose a sale, get beaten to market by a competitor, lose a star employee, or hurt a relationship. None of these signals that you might not be taking important risks is enough to set off alarms. Your defense mechanisms quickly step in to do damage control. You convince yourself and others that it wasn't right for me anyway, or I didn't really want it, or the timing was bad, or I was busy with other things. Then you go about your business as if nothing unusual has happened.

But somewhere in the back of your mind, you know that something is off. You're slipping a little. You're a step behind. You feel insecure. The walls you need to climb look higher and higher each day than they did the day before. You know you should be getting out there, taking action, and making changes. But you don't. You feel trapped.

You don't want to feel the regret of doing nothing, but you don't want to feel the pain of doing something stupid either. So you sit and play it safe, hoping that things will get better.

But they never do on their own.

The Five Dangers of Playing It Safe

As Shah mentioned in the opening story, the costs of not taking a risk are often much greater than the costs of taking it. When you take a risk, you might sacrifice comfort, time, or money. But when you don't take a risk, you sacrifice knowing yourself and feeling a sense of accomplishment.

In the early 1940s, renowned psychologist Abraham Maslow developed his now-famous hierarchy of needs to explain what motivates people. At the bottom of the ladder are food and water for survival. At the top is the realization of your fullest potential. In between are varying levels of accomplishment.

One of the most profound insights from Maslow's research is that once basic survival needs are met, the act of climbing the ladder is more indicative of quality of life than reaching any particular rung. This means that you enjoy life more while you're moving from rung two to rung three than when you're just sitting on rung four, even though rung four is a higher level of achievement. You enjoy life more when you're pushing yourself and expanding your horizons. You can't climb Maslow's hierarchy by playing it safe.

Across a wide variety of clients, at both individual and organizational levels, I've seen five common dangers of playing it safe for too long

* You don't win.

* You don't grow.

* You don't create.

* You lose confidence.

* You don't feel alive.

Unfortunately, these dangers tend to be like a row of dominoes. When one falls down, it sets off a chain reaction that takes the other ones with it, creating anything but comfort. It's only then that you realize that it would have been a lot less painful to just take risks in the first place.

Following are a few examples of how these dangers play out.

You Don't Win

When you play it safe for too long, you can forget what it feels like to win or, even worse, that winning is important to you at all. You feel off, but you may not be able to put your finger on exactly why. That's what happened to Alex.

Alex loved to win and had a track record to prove it. A senior account manager at a building products company, he had won some of the biggest accounts in his region over a 20-year period. Both his colleagues and his competitors considered him one of the most successful salespeople in his industry. But with success came a false sense of security.

Having a large list of steady buyers, Alex stopped putting time and effort into winning new business. He became less aggressive, less creative, and less focused. For 10 years, his numbers stayed strong, hiding the fact that he was half checked-out.

Then the market softened and many of his buyers lost their jobs. He hadn't spent much time building relationships with the junior buyers who took their place. Suddenly, Alex's numbers were cut in half. That put him in a position he'd never wanted to be in—having to hustle and pound the pavement the way he had done three decades earlier.

As he looked back, Alex regretted putting himself in that desperate position. But even more, he regretted having lost touch with a part of life he had enjoyed so much: the thrill of the hunt, taking on new challenges, and finding a way to win. While Alex had found the last 10 years comfortable, they hadn't really been rewarding.

You Don't Grow

Staying in the comfort zone is like standing still on a moving treadmill. You don't stay in the same spot; you move backward as you slowly lose your inclination to grow. If you want to keep moving forward, you have to take risks. Avi found this out the hard way.

A vice president of technology at a global bank, Avi thought he had the promotion to divisional senior vice president in the bag. He'd been with the company for more than 15 years, was one of its sharpest software architects, and was considered by almost everyone a shoo-in for the job. Yet he lost the promotion to a guy with less experience. Why? He never pushed himself to develop his client management skills.

Managing clients made Avi uncomfortable. He didn't feel that was where his real "value- add" was. After all, he was a computer programmer at heart. He loved developing software, not relationships. While Avi knew that client management was a big part of the SVP job, he thought his software skills would buy him a pass on relationship skills. He planned to learn what he'd need to know after he got the promotion.

That turned out to be a bad decision. Client management skills were a nonnegotiable prerequisite for the job, even for someone with Avi's technical expertise and reputation. Not pushing himself to grow when he needed to cost him the promotion.

You Don't Create

Progress is impossible without creation, and creation is impossible in the comfort zone. Julia realized this a few years too late.

Julia was a sharp management consultant who'd become a principal at a major consulting firm. By most people's measures, she was successful. But Julia dreamed of starting her own product company. When a former client with a good reputation approached her about joining him in a new venture in the beverage business, she thought it could be her shot.

For the next six months, Julia worked diligently with her former client on creating their company, forecasting revenues, sourcing suppliers, and analyzing distribution options. The business was looking promising.

When it finally came time for her to leave her consulting job to join the new business, however, she got a familiar knot in her stomach. It was the same feeling she'd had twice before when she'd considered leaving to start an entrepreneurial venture. "Stay put in your consulting job," it said. "Leaving is too risky." The irony was that Julia had been advising clients for years on how to take similar risks, but she couldn't find the courage to do it herself. She'd convinced herself that failure was inevitable. So she made the decision to pass on the beverage opportunity and stay in her current position.

Seven years later, her former client sold the beverage venture to another big player for $30 million. Julia was still working in management consulting, on the same types of projects, with the same people, at the same level. The risks of failing that Julia had worried about seven years earlier were tiny compared to the opportunities she'd actually lost to create something valuable of her own.

You Lose Confidence

We've all experienced losing confidence playing some kind of game. You're in the lead, but then you start losing a little. Panicking, you decide to play it safe, and you switch from playing to win to playing not to lose in order to preserve your lead. That's when the real trouble starts. You're not as aggressive as you were. You start losing more, you tighten up, and your confidence goes down the tubes. Jonathan experienced this in launching his company.

Jonathan was a successful software product manager who decided to strike out on his own. He had a good idea for an online HR software product, and he was confident that he could bring it to market successfully. He convinced several investors to back him.

A couple of years into the process, he lost two key $50,000 sales back to back. After that, he started second-guessing everything. Was he focusing on the right market? Did he have the right product? Did he have the right feature set? What was most damaging was that Jonathan began to believe that his competitors' products were superior to his.

Afraid to lose again, he stopped pursuing sales aggressively, opting instead to "perfect" his product first. But in so doing, he took himself out of the game, all but guaranteeing that he would continue his downward slide. With his confidence in a tailspin, his angel investors got frustrated. He felt caught in a vicious cycle. He wasn't taking action because he wasn't confident, yet he couldn't build his confidence because he wasn't taking action. Eventually he folded the company.

You Don't Feel Alive

Risk taking has a natural ebb and flow. You can't go full speed ahead all the time. Eventually you have to drop back to a lower gear, intentionally playing it safer for a short time. That becomes a problem, however, when you forget to rev the engines again and stay in low gear for too long. Scott's experience is a good example.

The CEO of a successful marketing agency in New York City, Scott had hired me to help plan for his company's growth. During one of our meetings, something was bothering him, but he couldn't put his finger on it. In a moment of exasperated candor, he mentioned that while things were generally good in his business, he hadn't felt really alive in years, and he wasn't sure what to do about it.

Wanting to be helpful, I asked, "When was the last time you felt really alive?" I hoped his answer would give us some clues as to what he'd lost and how to find it again.

Scott reflected for a moment and then told the story of how he'd started his agency 12 years earlier. He walked me through his initial hesitancy and fear, the leap of faith and decision to move forward, the struggles in the first year after losing his cornerstone client, and the feeling of exhilaration at achieving his first $1 million in billings. He said he was proud of the company he'd created and felt that it was one of the greatest learning experiences of his life.

When he was done 15 minutes later, he had a big grin on his face.

"You look alive now!" I said.

"You're right." He laughed. "A minute ago, you asked me about my goals for the next year. I'd like to change my answer. I want that feeling back again."

(Continues...)

Excerpted from TAKING SMART RISKSby DOUG SUNDHEIM Copyright © 2013 by Doug Sundheim. Excerpted by permission of McGraw-Hill Companies, Inc.. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
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Edition details

• Publisher: McGraw Hill
• Publication date: 2013
• Language: English
• ISBN 10: 0071778195
• ISBN 13: 9780071778190
• Binding: Hardcover
• Edition number: 1
• Number of pages: 272