Risks are only risky because of the way we feel about them.

Feelings about risk matter, in as much as they drive decisions that we make.

Decisions have consequences, and thinking about those consequences often creates feelings of fear, which leads to us not taking the risks we need to take to advance a culture, an idea, or a product.

Change happens when our feelings of dissatisfaction plus our first steps toward solving a problem plus having a clear vision of what the outcome (or consequences) could be of not changing, outweighs the resistance we have because of our feelings.

Risks are only risky because of the way we feel about consequences and the resistance we have toward taking them.

Feelings matter. Which means, persuasion matters if you want to affect change.

But at some point, we must be willing to say to the other party (or ourselves) who is paralyzed by our feelings around risk and resistance to change: “It’s not for you.”

“And that’s ok.”