I’ve never thought of myself as a risk-taker.
According to the DiSC profile assessment—a tool we encourage all our staff to use for greater collaboration, communication, and self-awareness—I’m classified as a high "I" (Influence) personality type. This means I’m naturally enthusiastic, optimistic, and occasionally inclined to take risks. However, it also suggests that I might sometimes leap before fully considering the potential downsides.
Recently, I took a significant risk.
And no, I’m not talking about stepping into the CEO role in an industry I had never worked in before. That ship has long since sailed, and here I am, two years later, navigating these uncharted waters. This risk was different—more calculated, strategic, and, frankly, essential.
It began with our newly established Steering Committee, a concept introduced by one of my career mentors during a recent leadership summit. Previously, ScribeConcepts operated with a staff leadership gathering, and Chris often doled out responsibilities like Halloween candy—accepted in darkness, expected to be appreciated, but not knowing exactly what you got until the lights were on.
The Steering Committee represents a cultural shift. Unlike the earlier leadership group, which focused on individual leader roles, the Steering Committee is a decision-making body that collectively shapes priorities and guides the organization’s direction. It’s collaborative, inclusive, and certainly more deliberate.
This new structure was critical when I presented my idea—a bold move not well-used in our industry—as one that could position us for long-term growth. Over the holiday break, I meticulously researched and refined the concept. When I presented it to the Steering Committee, I was confident it was the right move for ScribeConcepts.
Still, I knew there would be questions.
The Steering Committee members, deeply committed to their responsibilities, asked the right questions: “Why this?” “Why now?” “What are the risks?” “What’s the payoff?” They pushed back, as they should. Their goal wasn’t to undermine me but to safeguard the organization’s financial health and ensure we weren’t jumping into something blindly. After all, these are uncharted waters for all of us.
Their questions challenged me to articulate my reasoning more clearly and ensured that every angle had been considered. Together, we dissected the risks, weighed the potential rewards, and ultimately reached a decision. Not everyone was in agreement, but the group remained grounded in a collective commitment to innovation and growth.
This experience reaffirmed something I’ve come to value in my journey as CEO: Risks don’t have to be reckless. When grounded in research, guided by collaboration, and executed in daylight, risks become opportunities to grow, innovate, and redefine what’s possible.
Two years ago, stepping into this role felt like the biggest risk of my life. Today, I’m learning that risk isn’t something to fear; it’s a tool to wield thoughtfully, especially when you have a strong, collaborative team by your side.
We’re experimenting. I’ll let you know how it turns out.
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