Who is accountable for the decisions you make? You are of course. One of the greatest frustrations I see for leaders is the lack of accountability for decisions made. Here are a few examples: Escalation: I should say “Needless escalation”. A team member wanting the team leader to take responsibility, when there is ample information,
How many intelligences do you thrive in? How many do you need to be successful in your role? If you have never heard of the Theory of Multiple Intelligences (Linguistic, Logical/Mathematical, Spatial, Bodily-Kinesthetic, Musical, Interpersonal, Intrapersonal, and Naturalist) put forward by Howard Gardener in the early 1980s, you might be a bit perplexed. Prior to
I sat on a panel at the RiskNZ conference in Auckland recently and a question asked of the panel was for tips on handling emerging risks. Specifically, implementing guidance from ISO/TS 31050:2023 Risk management – Guidelines for managing an emerging risk to enhance resilience. To be honest, I had not spent any time diving into
This week I am on a panel at the RiskNZ Risk and Resilient Summit in Auckland, New Zealand, helping to answer this exact question. There is no doubt that Covid-19 gave risk management a huge boost. Is the boost waning? The answer is yes and no. It’s yes for organisations that now “get it”. Good
Advice I give to all advisers in organisations is to “buy time”. That is, when engaging with busy leaders ask for a minimum of time and “buy time” by delivering a highly valuable experience for the leader. Last week, Culture Strategist, Executive Mentor and Author Meredith Wilson gave me a new bit of advice I