The call for leaders to “create dangerously” is a powerful concept that Robert Greenleaf explores in his book, Servant Leadership. And for anyone who thinks that Servant Leadership is a soft approach to leadership, think again. The truth is, creating dangerously is one of the most courageous and impactful things a leader can do. It reminds me of the early 80s rock and roll of 38 Special… “Hold on loosely…but don’t let go”. Or the famous quote by Andy Grove, “Let chaos reign, then rein in chaos”.

Creating dangerously is not about acting recklessly or dangerously, but rather about being willing to take risks, innovate, and push boundaries in service of a greater good. It’s about stepping outside of your comfort zone and challenging the status quo. It’s about being unafraid of failure and embracing the unknown and the uncertain in order to bring something new and valuable into the world.

But let’s shoot straight, creating dangerously is not easy. It requires vulnerability, humility, and a willingness to learn from failure. Those who create dangerously know that they may fail, but they also know that the greater risk is to do nothing and remain stagnant. It takes courage and a deep sense of purpose to create dangerously.

One of the keys to creating dangerously is to cultivate a culture of experimentation and learning within your organization. As a leader, it’s your job to support and encourage your team members to take risks and try new things, even if it means making mistakes along the way. By fostering a culture of experimentation, you create an environment where innovation and growth are not only possible but encouraged.

Another essential skill to master is the ability to see beyond your own personal interests and goals. Servant leaders must have a deep sense of purpose and a commitment to something greater than themselves. It begins with the natural feeling that one wants to serve, to serve first. When leaders put the needs of others and the greater good at the forefront of their leadership, they are better able to take risks. On the other hand, when leaders are focused on their own personal gain, they are less likely to take risks that could benefit the organization or community as a whole.

Creating dangerously is an essential component of servant leadership. It requires a willingness to take risks, innovate, and challenge the status quo in service of a greater good. By fostering a culture of experimentation, cultivating a deep sense of purpose, and putting the needs of others first, servant leaders can create a more vibrant and dynamic organization or community. As Greenleaf writes, “The servant-leader is effective because he or she helps others to become better, to become wiser, to become freer, and in doing so, helps them to become servants themselves.”

You probably won’t hear the phrase “create dangerously,” around your office. If you’d like to, you’ll most likely need to introduce it. Remember, it’s a powerful concept that can help you become a more effective and impactful servant leader. By embracing risk, cultivating a culture of experimentation, and putting the needs of others first, you can create a more vibrant and dynamic organization or community. And in doing so, you can help others become better, wiser, and freer, and inspire them to become servants themselves.