Picture two leaders sitting in the same meeting:
The first hears a bold new idea and immediately thinks, “This is exciting. It could transform our business.”
The second hears that same idea and thinks, “That is a crazy idea, and it will never work.”
Too often, we celebrate the first leader as innovative and quietly dismiss the second as resistant to change. But organizations need both.
Behavioral assessments, such as the Predictive Index Assessment or Everything DiSC, remind us that people are wired differently. Some naturally gravitate toward possibility, change and calculated risk. Others instinctively look for stability, consistency and potential pitfalls. Neither approach is better. Each serves a different, but equally important, purpose.
As leaders, our challenge isn’t deciding which mindset is right. It’s learning how to harness both. That idea came to mind recently as I reread Chapter 10 of Bob Iger’s The Ride of a Lifetime, titled “Massive Risks That Make Perfect Sense.” At first glance, the title seems contradictory. How can a massive risk make perfect sense?
Iger’s point is that the best decisions aren’t reckless. Rather, they’re well understood. Disney’s acquisitions of Pixar, Marvel, Lucasfilm and 21st Century Fox looked incredibly risky from the outside. But they weren’t impulsive bets. They were the result of thoughtful analysis, a clear strategic vision and confidence that the long-term opportunity outweighed the risks.
In other words, the risk wasn’t ignored; it was understood. The distinction matters.
Many organizations unknowingly or unintentionally reward only one side of the equation. They either celebrate boldness at all costs or become so focused on avoiding mistakes that they miss opportunities altogether.
The strongest organizations strike a balance: They eliminate unnecessary risk while embracing necessary risk.
For example, consider a project team adopting a new technology that could improve productivity. Someone immediately sees the competitive advantage. Someone else wonders how it will affect training, safety, schedules or quality.
An estimator, investor or scientist might question assumptions, while an operations leader might consider the financial exposure. It can look and sound like disagreement, when in reality it’s just sound decision making. Healthy teams don’t silence the people who ask difficult questions. They invite them into the conversation. Those questions don’t slow progress, they improve it by ultimately building stronger outcomes.
The same is true in leadership: If everyone around the table loves taking risks, who is making sure you’ve considered the downside? If everyone is focused on protecting what already exists, who is challenging the team to think bigger? The most successful leaders I’ve worked with aren’t the smartest people in every room; they’re the ones who intentionally build teams with different perspectives and then create an environment where those perspectives are genuinely heard.
The goal isn’t always consensus but, rather, better decision-making. That’s especially important in today’s business environment. Markets change. Technology evolves. Customer expectations shift. Playing it safe can be risky, but so can moving too fast without asking the hard questions. Both boldness and caution are essential.
The next time someone in a meeting challenges your idea or points out everything that could go wrong, resist the urge to see them as an obstacle. They may be protecting your organization from a blind spot you haven’t considered.
Likewise, if someone is pushing the team toward a bold opportunity, don’t dismiss them as reckless. They may be seeing a future that others haven’t imagined yet. Big risks can equal big reward but only when tested by thoughtful questions and the people willing to ask them.
This article appears in August SBJ 2026.