Look at my new merchandise, how cool is that?
Take a look at this
Pretty cool, huh?
I'll tell you how to get it,
but you have to stick with me (clicking).
Chances are that if you or your team are working
on even remotely routine-based jobs,
then in the future you will be obsolete.
Because if you see the automation and the digitization,
everything remotely routine-based is today being replaced
by artificial intelligence and robots.
What are we gonna do about this?
Well, I believe that one of the things
that we humans, we still have to do now
and in the future, and the far future as I can see,
or think of is a way of being creative
and thinking subjectively.
So this is what we have to work on.
Problem is, in order to be creative and create innovation,
you'll have to take risks.
There's a lot of unknowns when you take risks
and this is what I want to address today.
I'm Frederik and I have 20 plus years
of successful experience
in developing businesses and people.
I built this channel because we can all grow stronger.
And my experience for so many years all over the world
has given me the ability to give that knowledge
to you so you can grow stronger.
Stick with me, and if you haven't done so already,
make sure that you subscribe to my channel
and let's get back to how to dealing with risks
and overcome the troubles at work.
Are you ready? Let's go.
Why is it so important to talk
about risks and risk taking at work?
Well, If you do not take risks at work,
then I don't believe you're able to change the business.
I don't believe you're able to create innovation.
I don't believe you're able
to change organizational structures
to become more efficient in a world that's ever changing.
I don't believe that you can create new opportunities.
I don't believe that you can change culture.
I don't believe that you can change
the way the teams are behaving.
In short, I don't believe that you can really do anything
apart from just doing what you're used to
in your everyday organizational life
if you don't take any risks.
So for me, taking risks and being
out there changing things, making innovation,
it is equal toward developing the business,
which is in my world equal to creating sustainable future
for you if you're taking a risk for your life
or for your company if it's risk
that you are taking for that company.
Let's go.
You will need to take risks,
however, taking risks and building new opportunities,
creating innovation, creating new organizational structures
for better or for optimized cost efficiencies,
it's not easy because the second you start taking risks
you're gonna lead out and when you lead out there's
a lot of issues that you're gonna face in your organization.
When you face these issues in the organization,
you will always feel people are resisting you.
They will try to destroy the risks that you wanna take.
They wanna try to destroy the new initiatives.
They want to try to destroy the innovation.
Why? I'll tell you.
There are many, many reasons that risks or new initiatives
are being blocked by colleagues and peers
and other units in the organization.
First of all, most people are complacent.
We know what we have and we don't wanna change anything.
We are perfectly fine where we are,
so why would we need to change?
People, they feel good about their position
and maybe they have a living that they're supporting
the family and they're worried if they're gonna change this
then what's gonna happen with their jobs, with their family,
so they do not want any changes, they're complacent,
they're happy with where they are.
If you're happy with where you are then taking
a risk will disturb that situation,
change your equilibrium and you don't know
where this new normal is going to be.
You don't know if you can continue supporting your family.
There's many things, so many people,
they do not want changes, they don't want to take risks,
they do not want innovation simply because of that.
They're worried about what's gonna come next
and if there is a place for them in the next.
There's also this mentality of, you know,
if it's not broken, then why do we need to fix it?
And I believe it was a famous chess player (dinging bell)
who once said that if people think that just
because it worked today and it worked yesterday,
then it will work tomorrow, then they're wrong
and I agree with this because the world is moving
so fast that this is not happening anymore.
Just because it works today
doesn't mean it's gonna work tomorrow.
Just look at the digitization,
look at all the new innovations that are coming every day.
It's not gonna work tomorrow just
because it's working today.
So the if ain't broken, don't fix it,
is not gonna work anymore.
You have to look at the future.
You cannot just sit and be complacent.
Also, people they think, no, we're too busy.
We have all these daily routines and tasks
we have to focus on so we cannot set aside
the time that we need to create these innovation
and hence take the risks.
Well I believe that's an excuse.
The organizational structure can also
be a hinder for innovation.
If you have a fairly rigid organization
or you have an old or Socratic organization
then where would you place innovation?
If you're coming and trying to change some processes
that may even go across units, where would you place that?
How will you get it through?
You have your silos in the organization
and each and everyone has their own responsibilities
and then you have this business developer coming
in trying to change everything, it's not gonna work.
People, they're gonna stick with their jobs
and their situations and this is my silo so don't touch it.
This is another thing that stops innovation
and stops people from taking risks
because maybe they've even tried it
and they've seen if they wanna change somebody else's area
of work then they just have problems.
And so this goes also if the organization is old
and rigid, then you'll typically also have
a very conservative culture and innovation
and conservative cultures doesn't go well hand-in-hand.
Conservative cultures is typically also conservative
and taking risks and doing innovation
is the opposite of conservative which means
that it's gonna be difficult to get that through.
But hey, it doesn't mean that just
because it's difficult you shouldn't do it.
I believe if you want to be part of tomorrow,
either for yourself or for your job,
you need to be part of the change,
you need to take part of the change.
So what are you going to do?
There's many options and you need to be very clear
about the options and especially the people
that you're going to do the innovation
with or without or against.
First of all, you need to understand what it means
to take risks, what does it mean for you personally?
What does it mean for you personally?
What does it mean for your team, for the organization,
for your family if it's risks at home?
Number one, you have to understand failure
is part of the game.
You have to accept you will fail,
you have to fail, you'll learn,
you'll rise up, you'll get back in the game.
You cannot take any chances,
you cannot do innovation, business process
optimization or whatever, without failing.
This is the same as if you don't want to fail,
you don't want to try.
Accept it, embrace the failure.
What did we learn from this and go on.
Don't do the same mistake twice, of course.
Second of all, you must be authentic to yourself.
If you don't believe in this change,
if you don't believe in this risk that you're taking,
then it's not gonna happen.
Then it will fail and it's not gonna be a good fail.
You must believe fully that this is a change that I want.
This is a risk that I want to take
because I believe in the outcome,
this is worth it, this is part of my heart, my core belief.
If you don't have this, you're not gonna be 100% focused
on it and if you're not 100% focused on it,
it will not work.
I used to work with a person who always said,
"If it's worth doing, it's worth doing right."
And you have to have this feeling inside you.
You have to make sure that I want to do it,
so I want to do it 110%.
And number three, I said that it's okay to fail
and it is, but when you enter into risks,
when you actually decide to take a risk,
then you also have to know the worst-case scenarios.
What will happen if it fails, and if it fails badly?
How will my family look, how will my job look, my teammates?
What is the worst possible outcome?
And you know, when you know this, than you can mitigate it.
Then you can say, okay, I will take this risk,
but I also know if all fails, I have these major disasters
of outcome and if that happens
I have these mitigations so that the disaster is not as big.
I will contain the disaster so
it's not gonna be a huge problem anyway.
Know the size of the risk that you're taking
and know the worst possible outcome
and make a mitigation for it.
And let me say it, number four again,
if you do it, it's all or nothing.
It's play go wide, you cannot jump at chess in two steps.
Take the step for the risk, you have to believe in it,
you have to go all in, you have to do it fully.
You're not gonna succeed if you don't do that.
And you can do this because you've known,
as point number three, you've mitigated your risks.
You know if all fails, then I'll fall back and do this
and we can do this so it's not that bad, anyway.
What happens when we take risks in the organization?
Well, I believe you divide people into four different areas.
You have the co-risk takers, the one who support you,
the one who believe the same as you do.
The ones that are saying, "Yeah, I'm with you all the way
"and I'm willing to take risks on my own
"to support you in reaching what
"you and I believe is the right thing to do."
This is the co-risk takers,
these are your dream team, of course.
Number two, you have the engaged and motivated team members,
employees, colleagues, peers that are not taking risks.
They will support you, they will follow you,
they are so motivated by your aspiration,
the way that you present things,
the way that you believe in the things that you're doing,
the risks that you're taking, so they're all with you,
but they are not taking the risks together with you.
They're supporting you until a certain limit
and then complacent or whatever you want to call it kicks in
so they will not take the risk with you.
They will follow you, they will support you.
They will not actively share the risk with you.
You have number three, the third group is
the we'll wait and see and until something happens
we'll stay neutral group.
I guess you can say these are the swinging people
because they are waiting to see how you're doing.
If you're succeeding, they will most probably become
the motivated and engaged people following you saying,
"Yeah, we knew this all along and now we're with him,"
and if you're not succeeding they will just stay neutral
or maybe turn against you and say,
"Yeah, we didn't believe in it anyway.
"So, see what happened."
The fourth group are the people who work against you.
And they work against you for many, many reasons.
They work against you because
they don't feel they are a part of it.
Maybe because they feel that
you are threatening their position,
maybe because they feel they're not competent
to follow you and scared of the future,
they have a family to take care of
and they don't feel they can follow you if this happens,
or even follow the organization if this happens.
So they will work against you.
They will simply not support you in what you do.
Four different types, huh?
You have people with you, 100% people
with you until it costs them something.
People who are observing you from the sideline
and the people who are against you.
How will you deal with theses people?
Your co-risk takers you will have to support them
with whatever you do.
Whatever you do, always be there for them,
support them, continue to tell them
that you're so happy for their support,
encourage them to be part of you,
inform them, make them part of your decisions,
make them part of basically everything
that you do in your risk taking scenario.
You'll make sure that those colleagues
are with you for at any costs,
these are your supporters, your co-risk takers.
This is the team that was working the closest with you.
Your highly motivated, engaged supporters,
but not risk takers, some of them
I believe can be turned around
and become co-risk takers with you.
It takes a lot of communication,
it takes a lot of encouragement
and most of the time you will also have
to help them understand their own risks
if they choose to take risks with you.
If you manage to make them understand
their risk scope if they follow you
as a co-risk taker then you can work with them
to help you mitigate their own risks
and if you can do this successfully,
you will have them as co-risk takers
because they'll start feeling, okay,
if this goes wrong, this is the worst that can happen
and I'm already secure in this in this way if this happens.
This is the group of people that
you should spend a lot of energy on.
The more people that can become co-risk takers,
the stronger team you'll have
and the stronger chance of ultimate success you will have.
For the bystanders, the observers,
be attentive to them, spend time with them.
I think you will find that even this group can be split
into the people who are maybe silently supporting
you and silently against you.
The more that you share your information,
the more that you'll tell them what you are doing
and what you're not doing, the more that you'll tell
them the risks that the company
and you and the group is facing and how you mitigate it,
the more they will be turning towards you,
even though they will still be observers or bystanders,
but if you tell them more and more information,
what happens is that you at least close the gap
that the people against you can send
them false information about what you're doing.
As long as you can keep them neutral and prevent them
from going to the people against you, you're good.
So, inform them about what's happening,
make sure that everybody is knowing what you're doing,
how much you're doing, when you're doing it,
so if there is false information coming from the opponents,
then they will think twice before they believe it.
What about the people who are against you?
I don't think you can turn them around,
what you can do is keep them close,
understand what they're doing,
how they're working against you.
Fence them in, give the other groups information
so that if they want to spread false information
you've already been there and told them what's really
gonna happen so they might not believe them as much.
Keep them close, talk to them.
Don't let them take your energy away from you,
that will kill you.
Spend the necessary time with them to understand where
they are and how they were against you, keep them close.
If you can do this and still have energy,
then you should do it.
If it takes all your energy,
avoid it and just try to fence them in
and limit the damage that they can do.
(hands clapping)
How will you everyday life effect them?
When you stick your nose out you will get it kicked,
that's how it is.
If you look at my nose, big and easy to kick,
I've always sticked it out and I will always stick it out,
that is my life.
But I also have learned is that you have
the people who believe in you,
who follow you, you have to keep them protected
from the worse things happening around them.
You have to be the cushion that takes the worst blows
from the negative people in the organization.
You have to keep your team happy everyday.
You have to make sure that they feel
that you are on top of the situation,
that you have it under control and they don't have to worry.
If your team starts to worry,
then everything will fall apart.
You're the strong person, you are the leader,
you're the one taking care of the problems,
if there is problems, you will solve it, end of discussion.
Otherwise your team will start falling part,
your supporters will start to stop supporting you.
You must act as a cushion between
the negative things and your team.
Of course you can be worried and you can discuss with them,
but at all times, they need to feel
you're on top of the situation.
And I think once you decide
the ones taking risks and you want to do this
because you believe in your future,
you believe in the future of
the company where you're working,
you'll also will have to accept
that this is the risk that you're taking.
This is the life that you choose,
so you will have these four types of people around you,
your co-risk takers, your highly motivated supporters,
the observant bystanders
and the people who are working against you.
But you know what?
It's absolutely worth it.
It's worth sticking your nose out
because the day that you succeed,
the day that you say, "Wow, guys, you didn't believe in me,
"but now we did it, this team, we did it together!"
You're gonna feel so good.
You will feel so fantastic.
So my best advice is stick your nose as far out as you can.
Make sure that you know the risks you are taking.
Make sure that you know the worst-case scenarios
and make sure that you know how to mitigate, if it happen.
But that's it, get out there,
do something different, be different.
Be part of something bigger,
just stick your nose out, go get them!
I hope you like this one, give it a big like if you did.
If you haven't done so already, subscribe to my channel.
If you already subscribe, thank you very much.
Give me some comments of what you think of this
and make sure that this little bell somewhere
down is turned on so whenever I post
a new video you'll get notified.
And if you want one of the t-shirts,
send a message to me, your color, there's black and white,
and your size, there is the usual XS, S, medium,
large, extra large and I'll tell you how we're gonna get it.
Thank you very much for watching, I'll see you soon again.
Go get them, argh!
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