In the healthcare industries, organizations that provide products/services in a bulk to other organizations seem just like another case of one being a doctor to another.
However, there are cases when the doctor becomes increasingly worried about a patient who does nothing but take high risks. They live dangerous lives where every day for them is either death or glory.
On the organizational level, there are scenarios that hardly differ. Everything from labor that risk mortal injury to paying high costs that would take a while to recover from. Finding prospects who turn out to be high-risk takers can foreshadow a tumultuous business relationship.
Why you should qualify them anyway.
Risk-takers aren’t just defined by the size of their risks, the life threatening effort they put in, or the bare scrapes they’ve had.
The best ones are the ones who still manage to stay floating.
Ever wondered what their secrets were? If you think they’d be the stuff of self-help books and success stories, you might be right. That doesn’t exactly make them easier to work with.
There is a pattern to their behavior though and that is what you need to align yourself with so that you can both guide them and brace yourself when they come to you.
- They have but one goal – It’s easier to succeed when you focus all your resources on it. That is the case when risk-takers bank everything on one thing. Understanding that may not make it easier to help them reduce the risks. It can help you understand why they do what they do.
- They space their attempts – They’re like sprinters. Once they reach their desired mile, the stop and cool off. Take deep breaths before the next run. If you want a fancier analogy, it’s like firing a superweapon but they need time to reload, recharge, and repair once it is.
- They’re vulnerable while recovering – It doesn’t take a medic to know this. This might also be where you come in. In any case, the exhaustion of resources doesn’t put them in a good mood for the medical bill. Do your job first. Let them rest until their business/organization is recovered enough to think about payments and such.
On the bright side, you get to see that they get the job done faster and quicker because they ‘sprint’ towards their goals. Others would normally just walk slowly and can afford the occasional delay.
You just need to pay more attention to what happens after the sprint instead of how much strain a rush like that could have on a business. The best help you can give them is not avoiding risks but to help them recover better, faster, in order to make another dash.