Dare to take Risks__part 5

Getting back Up[/b]

Many times the results will fail to meet the standards/expectations of your stakeholders and more importantly YOU. In that case some people are satisfied if the graph is even slightly on the rise. A downward spiral on the other hand however calls for you to be open minded about scrapping your decision and preparing to go in a completely new direction.

If the situation demands major change; don’t be deterred by the rigidity of people who were involved and now want to save their pride/ego or whatever is left of it. In some cases it may even be so that ; you find yourself glued to the original plan. This kind of situations demands that you assign a person who has very less stake in your venture to get a straight perspective.

If we look closely at risk; it is like opening doors slammed shut for generations, without knowing what might jump out. In the aftermath, some of these measures may help:

· Finding out the cause of failure, and mapping alternate routes which may have been consequential in avoiding the failure.

· Did you wear a helmet so big; that you couldn’t see ahead? In other words did you correctly gauge the magnitude and frequency of risk without giving away your potential gain?

· What can be done to prevent further mistakes of this kind both by me and my colleagues?

· Did I spend too much time in the boardroom and less out there?

· Am I clear which category I am from: Adrenaline Junkie || Jacket over Sweater (refer to part 2) ?

· What have I really really learnt?

In most cases if you live to joke about it then consider yourself fortunate. Some risk takers haven’t had that luxury. Remember Alexander; he could have been pompous in Macedonia but he chose to be Alexander the Great , when he set out , conquering one nation after the other ; eventually succumbing to Malaria –contracted in the sub-continent.

The foremost thing that you should be careful of ; is not undermining your risk-taking skills after one or two mishaps as :

An army of stags led by a lion would be better than an army of lions led by a stag………#Latin Folklore

On the other hand ; in risk prone environment , where mistakes are the gusts of wind that take your sailboat farther ; you should be wary of not pushing conservatism onto the budding corporate. Standing by them in failure and hooking them back to earth when they soar high without looking down ; is what a leader is supposed to do , isn’t it?

 

[Simran Rai]

Failure, though unpleasant, is often the most honest mentor in any journey of growth. When results fall short of expectations, whether those of stakeholders or internal benchmarks, it is easy to feel defeated. However, the first crucial step is to assess the trajectory. A slightly rising graph may signal improvement, but a consistent downward spiral requires deep introspection and sometimes radical rethinking.


Clinging to an old plan out of pride can be more damaging than admitting it no longer serves its purpose. Detachment from ego, both personal and collective, becomes essential. Inviting an external, less-invested perspective can bring refreshing clarity, especially when internal bias clouds judgment.


Evaluating the situation demands more than just damage control. It involves understanding the root cause, reassessing risk perception, and rebalancing time between planning and action. Not all risk-takers win, but the legacy often lies in the courage to try again. Like Alexander, true greatness often lies in action, not in comfort.


The ultimate takeaway is resilience. Mistakes should not neutralize the spirit of innovation. Leaders should absorb failure as a stepping stone and support their teams through both turbulence and triumph. Growth lies not just in taking risks, but in rising stronger when those risks do not yield the intended reward.​