When was the last time you did something at work that made you slightly uncomfortable?
Not reckless. Not irresponsible. Just uncomfortable.
If you’ve attended one of my From Admin to Strategic Partner workshops, you know that we talk about pushing boundaries. Why? Because growth doesn’t happen inside your comfort zone. And neither does visibility.
You are the master of making everything run smoothly. You anticipate problems. You fix things before anyone notices. You keep the wheels turning.
And ironically, that excellence can make you invisible.
Invisible is not valued.
People value what they see. They value what they understand. They value what they connect to results.
I’m from the generation that was taught that if we worked hard enough, someone would notice. And we would be rewarded for that. I believed that for a very long time. So, I did what I was taught. I did far more than I was asked to do. I stayed late (and didn’t ask for compensation). I took on extra tasks. I solved problems quietly. I thought my effort would speak for itself.
It did not.
What changed everything for me was not working harder. It was stepping outside my comfort zone and being more visible about the value I was already creating.
The first time I volunteered (maybe voluntold?) to deliver a workshop to the office admins, my hands were shaking, and I was petrified. I was not hired to deliver workshops. I was hired to support. But I seemed to understand what the others didn’t, and I was asked to share some tips with them.
That five-minute presentation led to more. More trust. More responsibility. And more opportunities.
It was a risk. A risk that scared me to death, but it was a calculated risk.
So how do you know if a risk is a good one? Not all risks are good risks.
Let me give you some criteria.
- 1. Does the risk align with your values and your long-term goals?
A good risk moves you toward something you want. It helps you build skills, credibility, or relationships that matter. Volunteering to lead a project when you want to grow into a leadership role is a good risk. Speaking up in a meeting to clarify a strategy that impacts your work is a good risk.
A bad risk often moves you sideways or backward. It might get attention, but not the right kind. It does not build capability or credibility. Speaking up in a meeting to get laughs at someone else’s expense is not a good way to get visibility. Gossiping about a person or department with the intent to share important information is a high-risk practice.
I knew I wanted to grow in the department and company I was in, and that if I didn’t, my career there had reached its peak in the role I was in. I had transitioned from my dual role as EA and unofficial tech support (this is before we even had tech support, but everyone called me for help informally) to a full-time tech support role. My phone rang 100 times a day with someone saying, “Help Me, Rhonda,” as they were stumped about how to get their computer (a dumb terminal at the time) to do what it needed to do.
And technology was moving quickly. We were transitioning from dumb terminals to PCs, and everyone needed a workshop on how to get them up and running. They could outsource the workshops, or I could deliver them. It didn’t take much vision to see that this risk was a good one for me, with virtually no downside.
- 2. Is the downside survivable?
Every risk has potential consequences. The question is whether you can recover.
When I pitched the idea of me delivering the workshops nationwide to all the assistants instead of an outsourced company, there was a real possibility my manager would say no. Or worse, think I was overstepping. But the worst-case scenario was a brief, uncomfortable conversation. I would not lose my job. I would not lose my reputation if I handled it professionally.
If the worst-case outcome is manageable and the potential upside is meaningful, that is often a good risk.
If the worst-case outcome could seriously damage trust, ethics, or your employment, that is not a calculated risk. That is gambling.
- 3. Have you done your homework?
Calculated risks are not impulsive. They are prepared.
Before I ever suggested changing my role from tech support to trainer, I gathered data. I understood the impact. I anticipated objections. I framed my ideas in terms of organizational benefit, not personal preference.
A good risk is backed by thought, preparation, and awareness of context.
A bad risk is driven by frustration, ego, or emotion.
- 4. Does it expand your skill set?
Stretching your comfort zone should build capacity. Maybe it is learning to speak up in meetings. Maybe it is asking to manage a budget. Perhaps it is requesting that you attend a strategy session rather than just preparing materials for it.
Each time you stretch, your comfort zone grows.
I remember my first workshop with my best work buddies cheering me on. I was so nervous that it kept me up at night. But each time I delivered a workshop, I got better and more confident. My skills were growing, and I started to look forward to my workshop delivery days instead of dreading them.
Visibility is not about self-promotion in a flashy way. It is about allowing others to see the scope of your contribution. It is about adding value that others see.
Here is a simple challenge for you this week.
Choose one small, calculated stretch.
- Volunteer to share an update at a meeting instead of sending it by email.
- Ask to sit in on a meeting so that you can better understand the big picture, or even add your perspective on how it impacts administration.
- Propose one improvement idea, clearly outlining the benefit.
- Offer to lead a small initiative. Maybe it is an appreciation event for the staff, or a local fundraiser for employees. It doesn’t have to be that big; just offer to do something new.
Notice I said small. You do not have to leap off a cliff. You just have to step forward.
Being visible means you are occasionally uncomfortable. It means you risk hearing no. It means you risk being seen.
But it also means you risk being recognized. Being trusted. Being promoted. Being valued.
If you remain in the background forever, you may feel safe. But safe does not build careers nor job security.
You are already capable. You are already smart. You are already contributing far more than most people realize.
The question is whether you are willing to let them see it.
So, ask yourself.
Where have I been playing it safe?
And what is one calculated risk I am willing to take this month?
Your comfort zone is not meant to be a permanent residence. It is meant to be a starting point.
Step just beyond it.
That is where value becomes visible.