March 12, 2026
In my previous column we touched on pillar one of my theme, which was Mentor Intentionally. The second pillar of Legacy in Action is Empower Risk-Taking.
If mentorship is the heart of leadership development, then risk-taking is its engine. No leader emerges without confronting uncertainty, navigating failure, or stepping into discomfort. Yet many organizations unintentionally suppress this essential learning by rewarding caution instead of courage. To develop the next generation, we must rewrite that script. We must empower risk-taking.
Today’s emerging leaders are entering an environment defined by rapid transformation—automation, sustainability pressures, shifting labor markets, and constant technological advancements such as AI. In a world changing this quickly, resilience and adaptability matter as much as technical skill. Those qualities are forged through experience, experimentation, and yes, failure.
Empowering risk-taking does not mean encouraging recklessness. It means creating environments in which individuals can challenge assumptions, test new solutions, and stretch beyond their comfort zones without fear of punishment. When leaders respond to missteps with coaching rather than criticism, they send a powerful message: Innovation requires bravery, and bravery is welcome here.
The leaders who shaped us didn’t remove obstacles; they helped us develop the skills to navigate them. They encouraged us to question the status quo, think strategically, and make decisions even when all variables weren’t perfect. That is empowerment in action.
When organizations embrace this mindset, they unlock creativity and initiative. Teams become more proactive, more curious, and more willing to explore unconventional ideas. They stop asking, “What if this goes wrong?” and start asking, “What if this could make us better?”
Empowering risk-taking also strengthens organizational culture. People who feel trusted are more engaged, more loyal, and more innovative. They take ownership. They build momentum. They contribute not just to the work but to the evolution of the organization itself.
If we want bold leaders tomorrow, we must stop rewarding only perfect decisions and start rewarding thoughtful experimentation. We must build structures that encourage collaboration, transparency, and curiosity. And we must model courage ourselves—showing that leaders are not defined by avoiding mistakes, but by how they rise, learn, and lead through them.
When we give others the freedom to try, fail, and grow, we develop leaders capable of carrying our industry forward for decades to come. Look at AICC membership—so many multigenerational family companies, growing, thriving, and showing the way. Truly legacy in action!
Terri-Lynn Levesque
Vice President of Administration, Royal Containers
AICC Chairwoman
