Imagine a workplace where every team member feels safe sharing their ideas – even the unpopular ones. That’s psychological safety, and it’s an imperative for good decision making for every leader, as every leader is influenced by the voices or the silence of peers and direct reports alike. It’s not enough saying you want open
The importance of clearly communicating risk appetite. How often do decisions get deferred at Board level? Is it due to the level of uncertainty? That’s fine, sometimes it is better to defer. However, what I have witnessed way too often is a deferment due to a lack of clarity on the agreed appetite for risk.
Why? Why? Why does my brain lie to me?! Bias and noise. We like to think we’re rational operators. Decades of behavioural research – Kahneman, Sibony, Sunstein – tell us otherwise. We anchor on the first fact we hear – anchoring bias. We seek evidence that backs up our beliefs – confirmation bias. And our
We’ve all met them. The scope creeps. They’re the ones in your project meetings saying: “What if we just added this one thing?” And then another. And another. Until your once-sleek idea is buried beneath layers of “best practice” bells and whistles. Sound familiar? It’s the same trap I see with internal frameworks – risk,
Organisation after organisation I am asked to help, see risk as a compliance activity. Something that is required to be done for the comfort of someone else, a regulator, the board or a sub-committee of the board. One of my favourite questions I ask risk teams when training them in workshop facilitation is “Why do