How to get risk averse people to co-operate with you

In an earlier post on managing people, we presented a simple model for getting people to co-operate with you. In that model, we suggested that, in order to understand whether someone is likely to do what you want, you should first ask yourself:

1. whether they can actually do it
2. whether they should do it, and
3. whether they want to do it.

To this we now add another layer: understanding their risk appetite. Think more closely about what you are asking them to do: What are the benefits to them? What are the risks? Crucially, if there are risks, do the benefits of helping you outweigh those risks? Understanding the person's level of risk aversion helps with understanding what their "tipping point" is. It will help you craft your request, and frame it in a way that helps them overcome their risk aversion.

Let's imagine you that you, as a junior associate, want more exposure to clients. You would like the senior associate you work with to include you on the next client call. Many associates at firms are highly risk averse "Reds" by default, and become even more risk averse when it comes to anything client-related. Even the slightest chance of embarrassment is enough to make them say "no", especially if "no" is the norm. How do you convince them otherwise?

• Option 1: Explain that you will have a better understanding of the matter, that you will be better equipped to follow up on e-mails...)
• Option 2: Promise that you will be on your best behaviour, that you will introduce yourself briefly at the start of the call, and that you will remain absolutely unobtrusive (if not completely silent) until the end of the call.
• Option 3: Tell the associate that you have some amazing new ideas and you'd love to have a chance to share them with the client.

Option 1 highlights some benefits of this course of action. But these are unlikely to outweigh the risks. Option 2 is, I believe, more sensible because it directly addresses the senior associate's concerns, and addresses the risk that is preying on their overworked brain. Option 3 is plain mischief, and is the kind of thing you would say to give a highly strung senior colleague a heart attack.

What I've described here is pretty straightforward. Indeed, anyone who is decent at dealing with people understands it already. But this is an important building block for our next post, which looks at the patterns of risk aversion that are built into an organisation. Understanding these patterns will supercharge your ability to get things done. So if you are curious, read on.