Last week I wrote about transparency of decision making as transparency builds trust. Staff can see how the values of the organisation have been applied. But what if your organisational values are obfuscated? That is, you have not stated them explicitly, explained them or done your best to ensure all staff understand them? First, staff may
In my blog last week I wrote about unconscious bias and the role of advisers in helping decision makers understand their biases, so they have more clarity in their decision making. However, having clarity of one’s own decision making is not enough, you also need transparency. Transparencies (remember those sheets of plastic on a projector) for presentations
While the concept of “leading alongside” is a noble one for an internal adviser, it is not accomplished easily overnight. You see, the problem is the “unconscious” in “unconscious bias”. The decision makers you are trying to influence are not aware of the unconscious biases that may be clouding their judgement unless they have been
No matter your position or the organisational function you operate in, there are massive benefits in learning to lead alongside. I wrote about the concept in my blog last week with risk advisers as the primary audience. I’ll continue with their role to demonstrate the benefits for all advisers. Leading Alongside Like other functional areas, risk advisers
In the last couple of months I have been blogging about the failings of the risk function, what Risk Leadership should look like in the next decade and the fundamental flaw organisations make in implementing the Three Lines of Defence risk management model. While throwing stones is easy, it is not so helpful to risk professionals for which the Three