Lessons learned can sound like resistance, but you're just trying to learn from past mistakes. It comes down to how you say it.
I've seen too many valuable insights dismissed because they were perceived as pushback rather than protection. Here's what I've learned about raising risks in a way that lands as leadership, not resistance:
1. Start with shared goals. Before surfacing a risk, anchor yourself in the outcome everyone wants. "I'm fully committed to launching on time, which is why I want to flag..." This isn't about slowing down! It's about getting there successfully.
2. Bring solutions, not just problems. Frame risks with mitigation strategies already sketched out. "Here's what concerns me, and here are three ways we could address it" shows you're thinking ahead, not just throwing obstacles in the path.
3. Use data and patterns, not just gut feelings. "In our last two implementations, X caused Y" carries more weight than "I'm worried about this." Pull from lessons learned, client feedback, or metrics. Make it evidence-based.
4. Choose your battles. Not every risk needs to be a hill to die on. Prioritize what could truly derail success vs. what's uncomfortable but manageable. Your credibility grows when you're selective about what you escalate.
5. Separate the idea from the person. Keep language neutral: "This approach may create challenges with..." not "You didn't think about..." The goal is to improve the plan, not critique the planner.
6. The teams I've seen execute best are the ones where raising risks feels safe; where it's rewarded as strategic thinking rather than punished as negativity. That culture starts with how we, as leaders, model receiving concerns and how we frame our own.
When you spot a risk, you're not blocking progress. You're protecting it, but you have to make sure you present it so it is heard!
What's helped you navigate this balance in your role? I want to hear your tips!
Let's get out there and make it real!
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