Welcome back to Relationships At Work – A leadership podcast helping you build workplace connection, improve culture, and avoid blind spots. I’m your host Russel Lolacher
I’m a communications and leadership nerd with a couple of decades of experience and a heap of curiosity on how we can make the workplace better.
This mini-episode is a quick and valuable bit of information to help your mindset for the week ahead.
Inspired by our R@W Note Newsletter, I’m passing on to you…
Risk Aversion Is Not a Leadership Strategy
Imagine you're driving down a familiar road and suddenly come across a pothole. To drive through it, there's a risk of damage to your vehicle, so you have a choice. You can either drive on or turn back. It's simple metaphor but it tells the story of something that creeps up in leadership - aversion vs awareness. In this story....
- Risk Aversion:“There’s a pothole. I’m staying home. Driving is clearly too dangerous.”
- Risk Awareness:“There’s a pothole. I’ll slow down, steer around it, maybe upgrade my tires at some point… and keep going.”
Both mindsets recognize the exact same problem. But only one still gets you where you need to go, or tries to get you there. And that’s the story of leadership far more often than we admit.
Risk is present in every project, every strategy, every conversation with a team member who needs something different than what you’ve always offered. It’s part of culture shifts, new ideas, and maybe most importantly—how your people decide whether to stay or go. But how we interpret that risk? That’s where leadership either unlocks progress, or quietly stalls it out.
Risk Aversion - This is the instinct to avoid uncertainty altogether. It sounds like:
- “We tried that before, it didn’t work.”
- “Let’s hold off… just in case.”
- “I’d rather not open that can of worms.”
It’s an emotional reflex disguised as strategy. And while it feels protective, it usually protects the wrong things—comfort, routine, the status quo. Not outcomes. Not people. Not culture. Risk aversion kills innovation and suffocates engagement. It allows problems to continue and can convince top performers that the only place they’ll ever get to stretch, experiment, or grow… is elsewhere.
Risk Awareness - This is the mindset that says: “I see the risk. I understand it. And now I can make an informed, intentional decision about how to move forward.” It sounds like:
- “What’s the impact if we don’tdo this?”
- “What information do we still need?”
- “How can we test this in a safe, structured way?”
This approach isn’t reckless. It’s responsible. It’s measured. It acknowledges potholes without letting them become roadblocks. This mindset strengthens trust because it creates clarity, invites collaboration, and shows your team that progress is not just allowed—it’s expected.
In the workplace, risk aversion looks like:
- Delaying decisions until the moment has passed
- Rejecting employee suggestions before they’re understood
- Choosing the same vendors, tools, and processes simply because “we always have”
- Suppressing conflict instead of navigating it
- Prioritizing internal comfort over external value
And inevitably, it shows up in your leadership ecosystem: Innovation slows. People disengage. Retention drops. Culture stagnates.
Meanwhile, risk awareness allows us to know identify the problem and adjust according, leading to better questions, planning, collaboration, adaptability, and outcomes. And here’s the real kicker: Your team always knows which mindset you’re operating from.
They can tell when your decisions are grounded in awareness vs. fear. They can feel when ideas are welcomed or pre-dismissed. They can sense when leadership is more interested in managing than leading.
I've seen it erode the trust in leaders because everyone knew that progress would never be made. People actually trusted them NOT to move the organization forward. Not the kind of trust we aim for as leaders.
Keep in mind, our people don’t need us to be fearless. They need us to be aware… and moving forward.
Proposed Question - How do we as leaders ensure we're leaning more into awareness than aversion to risk?
Three Actionable Answers
- Ask “What’s the impact of doing nothing?”- Risk aversion hides behind the illusion that staying still is the safest option. But in leadership, doing nothing is often the riskiest thing you can do. This question pulls avoidance into the light and reframes inaction as an active choice with consequences.
- Replace assumptions with information.- Aversion thrives on imagined disaster scenarios. Awareness thrives on clarity. Before shutting down an idea—or launching one—pause and ask: “What do we actually know, and what are we guessing?” Then close the gaps with small tests, data, and conversations with the people doing the work.
- Model calculated experimentation.- Your team needs to see you try things in responsible ways. Build pilot projects. Run time-boxed tests. Invite post-mortems. Reward learning, not just success. When leaders show that thoughtful experimentation is safe, teams follow suit.
The road ahead will always have potholes. That’s not the problem. The problem is when we treat every bump as a barricade instead of information. Awareness lets us adapt. Aversion keeps us stuck. And teams can feel the difference long before leaders admit it.
So how's this: stay in motion. Stay curious. Stay awake to what’s possible. Your organization—and the people in it—are counting on you to lead... and we aren't leading if we're standing still.
