At the end of the RMIA Enterprise Risk Management course that I designed and run with my colleague, Lauren Jones, the last quarter hour is an opportunity to ask questions and to note some of the key learnings and actions that will be taken by participants. At the end of the most recent course we
Have you ever asked yourself why people don’t take accountability for the more formal management of risk our risk frameworks demand? In particular, senior leaders? In my experience, a lack of accountability is not a conscious choice by a leader. It is a circumstance of something else. For example: Buy-in – They have not been
Sensemaking. This is the answer to my question in my blog Extracting Teeth about why risk workshops should deliver the success your audience craves. Yes, they identify risks to help us understand the uncertainty surrounding the objectives we wish to achieve. However, in doing so, we are helping the business make sense of a crazy
There is an adage that attack is the best form of defence. I’m very sure it applies when it comes to disruption. In a past blog of mine, I asked if disruption disturbs or excites you and your colleagues. I also gave you some ammunition so you could budge your colleagues into action if that
Our tendency for impulsiveness can lead to one hell of a fun ride and other times can lead to regret. Counter this with the fear of making the wrong decision. Sometimes we are so uncertain as to the right decision we are frozen and unable to decide. We fear regret. The regret of pain and suffering or the