I still can’t get that moment – or the coach’s comment — out of my mind. 

Even if you are NOT a sports fan, it was amazing to watch… and learn from.

It was a textbook case in optimizing risk.

Not only the risk of loss — but the risk of losing windows of opportunity.

The stage was set: Gonzaga University, a Jesuit school from Spokane Washington, is in the prized college basketball Final Four game, one of the top four teams competing for the 2021 National Championship. 

Though Gonzaga may not be a household name, the basketball world knows them for their tenacity. They’d been on the longest winning streak in their program’s history.

But this game is different.

Uncertain. Uncomfortable. Even a little scary. Things just aren’t going as well.

Gonzaga had managed a decent lead in most other games. But they started off behind after three seconds. This UCLA team, an 11th seed that no one had expected to get this far, is breathing down their necks, often taking the lead and never more than 7 points behind.

Despite all Gonzaga’s efforts to break out, with only three seconds left to go in overtime, UCLA ties up the game 90-90. They are out of time.

And that’s when Jalen Suggs lets it fly: a 40-foot bank shot close to mid-court that hit the backboard and sunk the basket.

 UNBELIEVABLE!!! Or was it?

What was the secret? A “what if” culture.

After the game, Gonzaga coach Mark Few’s comments were telling:

 “We made a lucky one at the end, but I’m telling you, he makes those all the time in practice when we practice late-game situations… I knew when he shot it, it was going in,” Few said.

In my own work with CEOs and boards of organizations that are launching a new strategy or pivoting, I find that taking a risk is often uncomfortable. It requires a lot of people to take a new action and do something they’re not entirely sure of.

There are risks of things going wrong — but also risks that new opportunities are going to arise that you’re not quite ready for.

Yet, in some organizations, just bringing up the fact that you see a risk to the plans can be frowned upon. A lack of loyalty. The big elephant in the room no one can talk about.

Truth is, the risk is still on people’s minds. Our brains are wired to protect us, and when we see a risk – even if isn’t a physical danger – our brain sends us signals that create a “fight or flight” reaction. Seeing risk and not dealing with it creates more fear.

So great leaders are willing to TALK about risk — and also PLAN for it.

A “what if” culture allows for transparency so people can feel comfortable challenging assumptions. But it also requires discipline.

That’s what Gonzaga’s coach did. He had his team practice “late-game situations” that otherwise would have felt like threats.

“What if we’re going to lose” can be changed from being a threat to a situation this is openly discussed and planned for together. Everyone knows, “when this situation comes up, we’ll do this” or that.

Today, you may be dealing with some risky “what if’s” of your own: 

• What if supply chain delays go on, and we can’t deliver on our promise?
• What if new regulations or tax laws ruin our business model? Or we can’t adapt fast enough?
• What if our funding doesn’t come through?
• What if we have to lay people off?

·     What if I lose my own job?

How can you de-risk? Go there. Openly talk about “what if” and make it a rhythm.

It can calm you all down, and instead of being a threat, “what if” scenarios will be situations you have practiced and planned for.

It may feel like it’s late in the game, but you and your team can be a lot more comfortable with risk.

Go ahead. Take the shot.

If you are interested in ways to de-risk your strategy or initiative, check out  The Changemakers De-Risk System for Impact℠ . Hope it prompts your thinking.

Susan Schramm, Founder and Principal, Go to Market Impact LLC   susan.schramm@gotomarketimpact.com  847/778-0123