Last week I spoke on strategy execution at the Better Boards conference in Brisbane, Australia. As speaker after speaker addressed the audience, it became increasingly clear that boards and their advisers are “getting” strategy and risk are two sides of the same coin. The need for managing risk to help ensure organisational success was a
Uncertainty is a tough opportunity for leaders. How can it be otherwise? If there was enough certainty, where’s the challenge? Too often, leaders find themselves stuck in decision bottlenecks or recycling the same decisions again and again. The same topics return to the agenda like a boomerang. Why? Because the hard-smart work wasn’t done –
You can always learn. I was watching a webinar on how to conduct “Executive Briefings”. It was coming from a sales perspective. The very clear message is that they were the equivalent of an “Executive Defibrillator”. That is, a briefing that addresses a current problem, or problems, the executive is facing. While this webinar was
Did you catch the news that the US Federal Reserve is dropping reputation risk from its examination programs which are a key element of their supervision of US financial institutions. Why? Because they are focusing on financial risk? Why? Because they don’t care how successful these institutions are, they just don’t want them to fail.
In cross-functional meetings, silence can be deceptive. I’ve seen it many times – leaders walking out of a room feeling aligned, only to find out weeks later that there was no real agreement at all. The signs were there: no questions, no pushback, a few polite nods. BUT just because no one speaks up doesn’t