Risk/Reward: Why Intelligent Leaps and Daring Choices Are the Best Career Moves You Can Make, by Anne Kreamer
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Risk/Reward: Why Intelligent Leaps and Daring Choices Are the Best Career Moves You Can Make, by Anne Kreamer
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A persuasive and eye-opening look at the importance of embracing risk in our working lives—and how to use it to achieve lifelong career success Some of us relish the chance to fly without a net, others . . . not so much. But no matter how adventurous we might be in our personal lives, most of us are wary of allowing risk into our careers. With an economy in constant flux and a job market in which uncertainty is the only constant, stepping outside one’s comfort zone can feel dangerous. But as the findings of this eye-opening and urgent book attest, the avoidance of risk might pose the greatest danger of all to our career prospects. In Risk/Reward, trend-spotter and career guru Anne Kreamer makes the compelling case that embracing risk is essential to managing a twenty-first-century career. Risk-taking isn’t just for entrepreneurs, nor does it require working on a figurative tightrope. Rather, Kreamer says, conscious, consistent, and modest risk-taking can help us become more able to recognize opportunity when it appears, and more likely to seize the chance to make the right change at the right moment. Risk/Reward presents a framework for making the most of today’s ever-evolving workplace and turning risk-taking into a daily practice. Using proprietary data from three national studies about the American worker, Kreamer explores the importance of career risk-taking through profiles of four Risk/Reward personality types: Pioneers, Thinkers, Defenders, and Drifters. She presents a Risk/Reward Matrix that anyone can use to identify his or her own innate risk threshold, and she identifies constructive ways to implement risk in everyday situations—from initiating an uncomfortable conversation with a boss to sharing out-of-the-box ideas with colleagues or constructively challenging long-held practices in an organization. Peppered throughout Risk/Reward are insights and hard-won wisdom from notable achievers such as bestselling author Anna Quindlen, journalist Jane Pauley, CNBC financial maven Jim Cramer, thought leader Po Bronson, and Facebook COO Sheryl Sandberg. Timely and insightful, Risk/Reward is a unique blend of practical and inspirational wisdom that even the most risk-averse person can harness on the path toward success and fulfillment. Praise for Anne Kreamer’s It’s Always Personal: Navigating Emotion in the New Workplace “A stimulating read bolstered by . . . some of the best recent work on emotional intelligence and the science of happiness.”—The Wall Street Journal “So what should be the rules and boundaries for showing how you feel while you work? That’s a question asked and answered in Anne Kreamer’s fascinating . . . look at an issue that rarely gets discussed.”—The Washington Post “Finally, someone is willing to unpack the morass of anger, anxiety, sadness, and joy that drives the workday. . . . [Kreamer] has hit the ‘It’s about time!’ button.”—Elle “[A] lively, well-researched exploration of emotions on the job.”—Oprah.com “Explores how to be true to your ‘emotional flashpoints—anger, fear, anxiety, empathy, happiness and crying’—without sabotaging your career.”—The New York Times Book Review
Risk/Reward: Why Intelligent Leaps and Daring Choices Are the Best Career Moves You Can Make, by Anne Kreamer- Amazon Sales Rank: #476789 in Books
- Brand: Kreamer, Anne
- Published on: 2015-06-09
- Released on: 2015-06-09
- Original language: English
- Number of items: 1
- Dimensions: 8.17" h x .94" w x 5.50" l, 1.74 pounds
- Binding: Hardcover
- 224 pages
Review Praise for Anne Kreamer’s It’s Always Personal: Navigating Emotion in the New Workplace “A stimulating read bolstered by . . . some of the best recent work on emotional intelligence and the science of happiness.”—The Wall Street Journal “So what should be the rules and boundaries for showing how you feel while you work? That’s a question asked and answered in Anne Kreamer’s fascinating . . . look at an issue that rarely gets discussed.”—The Washington Post “Finally, someone is willing to unpack the morass of anger, anxiety, sadness, and joy that drives the workday. . . . [Kreamer] has hit the ‘It’s about time!’ button.”—Elle “[A] lively, well-researched exploration of emotions on the job.”—Oprah.com “Explores how to be true to your ‘emotional flashpoints—anger, fear, anxiety, empathy, happiness and crying’—without sabotaging your career.”—The New York Times Book Review
About the Author Anne Kreamer is the author of It’s Always Personal: Navigating Emotion in the New Workplace and Going Gray: What I Learned About Beauty, Sex, Work, Motherhood, Authenticity, and Everything Else That Really Matters. She has worked as a columnist for Fast Company and Martha Stewart Living, and currently writes for Harvard Business Review, Next Avenue, and Quartz. Her work has appeared in Time, The New York Times, The Wall Street Journal, Real Simple, and Travel & Leisure. She is the former executive vice president and worldwide creative director for Nickelodeon and Nick at Nite. She graduated from Harvard College and lives in Brooklyn with her husband, the writer Kurt Andersen.
Excerpt. © Reprinted by permission. All rights reserved. Chapter 1THE RISK/REWARD MATRIX AND YOUThe data from my Risk/Reward survey research presented an eye-opening picture of how eager so many Americans are to transform their working lives and at the same time how stumped they are about how to enact the reinventions they imagine. What makes some people willing to leave good jobs and take those major risks? And what are the consequences of that behavior? Are some people naturally more comfortable with risk? How does nature fit in with nurture, temperament with training? What could I discover that would help people make better career decisions?I understood how to think about risk from an evolutionary survival perspective—the kind that relates to existential threats: floods, earthquakes, and Ebola virus epidemics—with a layperson’s grasp of basic statistical risk analysis. I was familiar with fairly straightforward financial risk assessment tools that help us decide if we are more comfortable investing in higher-risk/higher-return equities or lower-risk/lower-return vehicles such as stock index funds or bonds. But what about tools to help people facing career risks, such as whether or not to ask for a raise or promotion or different position at work? These decisions are impossible to quantify precisely and hard to make by means of simple rules, because they are so complex, involving components such as one’s particular psychology, recent performance, age, tenure, rapport with the boss, and commitment to the organization and the culture and robustness of the specific organization and overall field. Did any sort of preexisting approach exist to help people decide how to calibrate these complicated workplace choices?I thought personality assessment tools such as the Myers-Briggs Type Indicator could shed some light. Whether one is introverted or extroverted or analytic or intuitive certainly relates to one’s baseline willingness to take risks at work. But as with IQ tests, I discovered that while basic intelligence and emotional range may partly shape one’s appetite for and ability to deal with risk, their impact is only indirect and inferential. And a risk-taking predisposition does not follow a set path. There are plenty of people who behave riskily in one aspect of their lives but not in another—those who regularly drive over the speed limit, for instance, but invest their money in bonds or those who hop from one job to the next but have lived in the same modest rental apartment for decades.This search for risk assessment paradigms and tools helped me get a sense of the complexity of risk. But I discovered no specific framework for measuring and examining it for individuals in the workplace. So I decided to create my own, which I call “the Risk/Reward Matrix.” I again turned to the research team at JWT and also enlisted the help of Peanut Labs, an online market research firm, to help me craft a survey that would measure how we approach risk in our work and careers.Risk is different for each of us and driven by different concerns at different stages in life. Some of us are born cautious; some of us are raised that way; some of us are naturally thrill-seeking lovers of adventure. Some come of age with every advantage, and others have to fight their way out of poverty or dysfunctional family situations. When we’re young, changing jobs can feel easier. But at the same time, things such as shaky self-knowledge and student loan payments can hinder experimental decision making for younger people. In midcareer, we may think we know exactly what kind of work would be the most rewarding yet feel trapped by financial and familial obligations. And midcareer, too, a sense of paralysis can set in—so much has been invested in one path, jettisoning away from it can feel foolish and scary. Older workers often develop clearer insight into what is meaningful to them in work and have a good sense of where to find it, but they may feel limited by anxiety about having up-to-date skills or an adequate cushion for retirement.To be alive at all involves some risk.—HAROLD MACMILLAN, FORMER PRIME MINISTER OF THE UNITED KINGDOMBased on my own work history and those of the people I interviewed, I believe we are motivated to take professional risks when we want more control or flexibility over how or where we do our jobs; when we want a new challenge; when we want to work with more interesting or exciting people; when we feel our values have been compromised or insufficiently linked to our work; when we want to earn more; or when we’re simply bored.I knew I had to plot the quantifiable aspects of work—salary, financial obligations, time spent at work versus leisure—against the more intangible. Does one’s inherent appetite for risky behavior in everyday life translate into a willingness to flout rules and take risks at work? I also wanted to discover how people viewed worst-case work-related scenarios, such as getting fired—how likely they believed they were to experience these reversals and how well equipped they were to deal with the worst if it were to happen.To explore overall risk tolerance—to find out whether people have a more or less fixed and fundamental “set point” for taking risks—we asked respondents a range of questions, including how often they did things like gamble, drive over the speed limit, attend events where they knew few people, or tell the truth even when they thought it might cause trouble. They could answer often, sometimes, rarely, or never.Then we asked a series of questions specific to work and risk, asking respondents to what extent they agreed or disagreed with certain statements.Here is a sampling from the survey. As you read the statements, imagine your own answers.I believe success is more about luck and whom you know (being in the right place at the right time) than about hard work.People say they’d like to run their own company; I’m the type of person who would actually do it.If it were up to me, I’d work at many companies over my lifetime, not just 1 or 2 companies, but maybe 6 to 8 companies.I always plan for the worst-case scenario.I’m a person who likes to live on the edge.The type of work that I do probably won’t exist in 5 years.I often think about switching careers and doing a different kind of job.It is important that I feel valued at work.I’d rather make less money and have more free time.It would be very difficult for me to switch jobs.I have no idea what kind of work I’m suited for.To assess how prepared people felt to deal with career volatility, we asked how likely they thought they were to face a variety of setbacks over the next few years and how they might weather these setbacks. Here’s a sampling:Get fired from their job.Not get the promotion hoped for.Get promoted into a more stressful job.Can’t find work for a year.Get a serious illness.Have to work vastly longer hours.Have to work for a demanding new boss.Have to work two jobs.Your company goes out of business.You are transferred to another city.We asked respondents open-endedly what their dream job was—and how difficult it would be to get that job and how long they thought it would take. And if they’d imagined starting their own business or professional practice, what did they imagine might be the biggest challenges in doing so—finding the right employees, raising money, running the office, being taken seriously in the field, dealing with uncertainty or stress, inconsistent cash flow?In a time of drastic change, it is the learners who inherit the future.—ERIC HOFFER, AMERICAN PHILOSOPHER, RECIPIENT OF THE PRESIDENTIAL MEDAL OF FREEDOMWe also wanted to find out whether people thought they had taken successful risks in their work and how often—and if they hadn’t taken risks, what had stopped them. We asked what would motivate them to quit their current jobs, and for those who had changed jobs recently, we looked at what had motivated them to do so.What emerged from the data were four distinct clusters of people with shared attitudes and traits—in other words, four Risk/Reward personality types. I call them Pioneer, Thinker, Defender, and Drifter. You may instantly recognize yourself in one of these descriptions. Or you may find that you are on the cusp between two of them. Or that you’ve shifted from one type to another at different stages of your life. But they provide a framework, drawn from a representative sample of working Americans, for us to begin thinking about work and risk with fresh eyes. If you’d like to see where you fall in the Risk/Reward Matrix, you can take an abridged version of the survey at http://protect-us.mimecast.com/redirect/eNpdjkEKwjAQRe8y61qpikJXFo9Q3LkZpoOGmkyYSRpEvLtRXLl9vPf5T4hI0MPpPA77w7DpoAHlq5NQYVRJTGmVrfXOM6GllsRXhbIl8awkE__XFFNFCSPaUTFM4m-SjX9ldBP0210DWe9VK6W0GALPylj3PtJlrc5my7rwowYLq33vdK83EpE51w before reading on.pioneers: 10 percent of people. Pioneers tend to approach work from the vantage point of “You only live once.” They tend to be very decisive, and as far as work and career are concerned, they put a lot of chips on the table and are the most entrepreneurial of the four groups.thinkers: 40 percent of people. Thinkers are the reliable, hardworking backbone of the workforce. They are theoretically comfortable with sensible risks but don’t take many because of worry about finances and family stability. Many dream of going solo with their own businesses or professional practices but are unsure of the steps required. While often entrenched in their career paths, they nevertheless dream of changing jobs to find a greater sense of meaning and purpose.defenders: 36 percent of people. Those who fall into this group often occupy mid- and lower-level administrative positions. They like things to be predictable and tend to view their work as a means to an end rather than a “calling.” Most Defenders report that if they won the lottery, they would quit their jobs in a heartbeat. They resist change, preferring things to stay as they are.drifters: 14 percent of people. Our research revealed that those who fall into this category tend to earn less, on average, than the other groups. But when we delved further into the data and expanded the research into one-on-one interviews, two distinct categories of Drifter emerged: intentional and unintentional. While there are ranges of attitudes and behavior within each of the four types, the differences between the two Drifter subtypes warrant calling them out more clearly.intentional: Intentional Drifters, those who consciously choose a free-form, freewheeling, improvisational approach to managing their career, are the smaller subset of this already small segment of the population. Intentional Drifters more often work part-time and self-identify as “craftsmen.”unintentional: Unintentional Drifters have ended up in less-than-satisfying jobs as a result of external forces. After decades of a shrinking manufacturing sector and declining trade union power and the Great Recession, these frequently blue-collar workers feel cast adrift, finding hourly jobs in the fast-food and transportation industries. Unintentional Drifters feel insecure, powerless, and abandoned by the American dream of upward mobility. They no longer feel that hard work contributes to successful outcomes and attribute any success they may have achieved to luck.I’ve interviewed many people of each type (as well as the hybrids, such as Thinker-y Pioneers like me), and I will present some of their candid personal stories of work, career, and life throughout the book. I’ll also discuss the scholarly research that bears on the four basic types. Each type—Pioneer, Thinker, Defender, Drifter—is predisposed to both certain pitfalls and inherent strengths when it comes to work-related risk-taking. I’ll discuss how people of each type can exploit the opportunities implied by the particular strengths and how to compensate for the respective weaknesses by cultivating “risk practices” and developing a new Risk/Reward mind-set. While I’ve broken out the risk practices to address specific issues most relevant to each Risk/Reward type, everyone can benefit from adopting most of the practices.Risk can involve feelings of danger, uncertainty, and anxiety as we grapple with the unknown. The Risk/Reward Matrix offers a framework for understanding your default response to uncertainty, and understanding and mastering this response is an essential step in learning how to proactively manage your career. In her autobiography, Bossypants, Tina Fey summed up her risk philosophy: “You can’t be that kid standing at the top of the waterslide, overthinking it. You have to go down the chute.” Risk/Reward will help you to find the right slide—and then to go down the chute.
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5 of 5 people found the following review helpful. YOLO By Himri Even in a training class about demands of ever changing market, I couldnt get myself to take risks in the fictional situation. Author Anne Kreamer in risk/Reward: Why Intelligent Leaps and Daring Choices Are the Best Career Moves You Can Make shows that its not an either or situation. Success vs Risk. The author categorises people into Pioneers, Thinkers, Defenders, and Drifters based on their risk affinity. For each of them, she has a plan to balance both risk and reward. with her own example of having tried many jobs and her daughter's way of picking the job tat best suited her interest by jotting down her choices and trying some jobs before committing to one, encourage the reader to take some risks because YOLO (you only live once)
11 of 14 people found the following review helpful. Well written but poorly thought out By Aaron C. Brown The first thing to note is this book has nothing about risk. The author tells us at the beginning that she's not writing about "poker kind of risk," but that's the only kind there is. You make bets and you win or you lose. Pretending that there's some softer kind of risk just obscures the issue. Another clue is that she interviews only successful people. The most successful people are generally the people who take too much risk and win (and the least successful are the ones who take too much risk and lose) not the people with the best management of risk. It's like asking lottery winners for investment advice. A book on risk would interview both winners and losers to figure out how risk decisions play out, one-sided consideration of winners can't teach anything about that. An alternative would be seek out people in fields like poker, financial trading, cutting edge engineering, military combat; where we have some ability to judge risk-adjusted success. Only looking at winners reveals the author's true belief, that career success is not about risk, but about skill that can be taught.Another aspect antithetical to risk is the author considers only one future scenario, in which "secure jobs are obsolete." Sensible consideration of risk requires planning for the range of future scenarios that might occur, not putting all your chips on the one you think is most likely. And the author's evidence for this scenario is almost non-existent, some sketchy and unsourced statistics comparing people who ended their careers in the 1970s with people who ended their careers recently. What relevance that has to people in early or mid-career now is not discussed (and people in late career would be foolish to project their remaining years using historical population statistics, they should have a pretty good idea of where they're going to be). In fact, the world and workforce have changed so much, the comparison is not very meaningful anyway; for one major example the tremendous increase in workforce participation by married women changes things a lot. And even if there is a clear trend in the past, you can't be sure it will continue. There still seem to be lots of careers people can expect to stick with, if that's what you want.The final reason this book is not about risk is the author's recommendation is to take more risk by diversifying your career options. But diversification reduces risk, it doesn't increase it. What the author means by "risk" is change, she's really advising people to be more open to change. That's probably good advice in general, although dangerous to apply to everyone, but it's hopelessly confused when tangled up with obscure discussions about risk and reward.The non-risk discussions are equally off-target. There is a lot of pop behavioral psychology, for example the author discussed the "fight or flight" reaction in the context of improving things at your current job or changing jobs. Now while there is some analogy between improving and fight, and quitting and flight, it completely misses the psychological point. Fight or flight is a reflex to commit completely to one or the other, there is no imperative to do that in your career, you can continue to try to make things better in your current job, while looking around for a new one. In fact, that's usually what you should do. Moreover the fight or flight reaction triggers exceptional energy and recklessness, neither of which are appropriate to sober career calculations. None of the fight or flight literature gives insight into whether, when or how to change jobs, it just lets the author fill some pages with stuff to disguise how thin the actual advice is.The major real risk decision with respect to careers is how much to invest in career assets. Do you spend your time and energy getting degrees and credentials, building contacts and reputations, learning skills, founding companies, working for equity, building up pension benefits; or do you move around for higher short-term salary? But there is risk on both sides. If you build career assets, you may find they lose value as technology or the economy changes; but if you focus on income you may not get the growth you want, and the investment assets you buy with your income may do no better than the career assets.In this context, the author's advice seems to be buy a lot of assets, but don't invest much in each one, and drop any that don't seem to be performing. My guess is that's pretty bad advice in general, that you're better off picking a few really good assets and committing to them. I have no evidence to back that up, but then, neither does the author. She offers her own career as illustration, but I get the opposite message. She joined a lot of organizations after their peaks had passed, and worked on a bunch of entrepreneurial ideas similar to ones that had produced great successes about five years previously. It's kind of like joining the army the day the peace treaty is signed. It's nice in that it's easy to get the job, and there are plenty of senior people to mentor you, and not a lot of competition for the junior work you can do. But the long-term prospects are severely limited, as you compete for promotion with far more skilled and experienced people, and the whole operation is downsizing. The author's reaction to these experiences is that the economy changed, my reaction is she brought it on herself with her career choices, which she now wants you to emulate.She managed to survive this unusual career path, and participated in a lot of exciting stuff, and got to do some fun stuff. So she thinks this is the way to go. But I take away a different message. She's a very highly skilled writer, and a Harvard graduate, and her career spanned the biggest bull market in world history. While she had a nice career, maybe exactly the career she wanted, given her initial assets, it was not spectacularly successful. With enough talent, you can drift around doing what seems good at the time, and never starve. But that's not necessarily the greatest career planning advice. And consider that even with all that talent, she ends up writing bad books about topics she knows nothing about; hardly the dream to inspire a life plan. True, her writing talent and contacts get her a publishing contract even for a bad book, but you may not be so fortunate.Another major point missing from this book is that it's a lot easier to learn to be happy on a moderate salary than to become a billionaire. Career success is more about balancing your life than getting the right job or founding the right company. Although the main message is to be open to change, the overall tone is dark and defensive, as if the point is to survive life (which no one does) rather than live it.Overall, this is a confused mash of mostly bad and never coherent career advice. I doubt it will do much harm, mainly because the recommendations are too tentative and unclear to be terrible. On the plus side, it is written with professional style and flair, and it might encourage some people to overcome their fears of change.
3 of 3 people found the following review helpful. A useful "push" for high achievers, of more limited use to the rest of us By Knits in Tardis And to be fair, I don't see "Risk/Reward" being aimed at the Hoi Polloi. Anne Kreamer alludes to this when she talks about one of her four "types", drifters, further breaking down into two sub-groups: intentional, and un-intentional. However you want to frame it, I think that the largest difference between these two groups hinges on privilege. Some unfocused types can dabble at a meditation center and spend half their waking hours in contemplative silence; others must endure exhausting drudgery in one dead end, often minimum wage job after another.There's a vague and kind of unexamined class-ism that runs throughout Ms. Kreamer's examination of the new American Dream of agility and adaptability sufficient to weather the current job market's tsunami of change. Very little is said of labor arbitrage/outsourcing or the human costs of automation - if intellectual capital and innovation isn't quite your area...well, then hopefully you're a doctor. Or a member of the "creative class".I couldn't quite place myself or people I live with and know squarely into any of the four cited categories of risk takers and avoiders: the Pioneers, Thinkers, Defenders and Drifters. I would expect that most of us have enough qualities from multiple groups as to render these arbitrary divisions somewhat meaningless. And don't a disproportionate number of young adults start off as "drifters", without necessarily staying there?There's a lot of good advice here about not keeping your head down, networking wherever possible, being willing to do something very different from the work you have been doing, etcetera. Perhaps this comes as naturally as breathing to the millennial set and needs to be "taught" to their elders, but I'd again argue it is often not so much a function of age as of latitude to make a change midstream, falling back on savings, family, or other resources. There's a general mindset in certain circles today that those who fall behind in the global labor marketplace just aren't trying hard or smart enough, and while Risk/Reward wasn't written to be a vindication for that argument so much as a motivator for anyone open to the risk-taking message, that's cold comfort to many out there who may have come by some serious risk aversion only gradually and for some very good reasons.
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