Creating something meaningfully new, taking a risk, putting yourself out there to face the critics, skeptics and trolls is never easy. As Seth reminds us, our lizard brains are wired to keep us stuck.
But what if you sit across the table from the person who has walked through their fear and is now asking your permission to innovate? What if you are faced with the decision to green-light a risky project that is being advocated by a passionate team?
Having been the chief strategy and growth officer at two Fortune 500 companies I’ve led dozens of projects, big and small, and across a spectrum of boldness, designed to spur innovation and accelerate growth. More often than not, when our team has gone to the CEO or the Board asking for support to move ahead, we were told “no.” Sometimes we understood why we were declined and walked away with clear feedback and a road-map to move forward. Other times the feedback could be summed up by either “this is not the right time” or “we’ll know a great idea when we see it.”
Just because you have risen to a senior leadership position doesn’t necessarily mean it’s any easier to walk through your fear. Frankly it’s a hell of a lot easier to say “no” to a new venture than to risk being wrong or looking foolish.
As leaders we can do better than defaulting to the least risky position, to letting our lizard brain win. If we are going to say “no” we need to know what a “yes” looks like. And we need to be able to communicate that to those we lead.
And when they come back having addressed our concerns and resolved our doubts, than we owe them that “yes.”