It’s time we did something about the persistent perception of risk as a compliance function. Something that is done to keep the board, the audit and risk committee or a regulator happy. Another task in addition to running a successful organisation. STOP. Before you decide that risk is valued in your organisation – ask yourself
Thought I’d end the year differently because it’s the year of differences. Here is a VLOG instead of a BLOG… enjoy!
Dogged inaction by leaders when staff raise issues is one cause of organisational silence (which I wrote about last week), and ultimately causes the destruction of psychological safety. Dogged inaction is what happened to the Department of Immigration and Multicultural Affairs around the immigration detention of Cornelia Rau which lead to the 2005 Palmer Report.
While a lack of psychological safety means a team is missing out on the opportunity to take risks and innovate (as I pointed out last week), when the lack of psychological safety becomes rampant, a much bigger risk develops. That risk is the deafening silence that descends on the organisation because no one will speak up.
There are more avenues to helping a leader realise they need to change to create psychological safety than I shared in my blog last week. While showing them what was happening is a good start, you also need to make sure they understand what they can have if they make changes. That is, answer the question “What’s In