This blog was inspired by a blog by sales specialist Anthony Iannarino called “Win More by Serving Your Buyers Where They Are”. In my experience, not enough of us consider the need to “sell” our advice when we are influencing or advising inside our organisation. The person or group you are influencing or advising will
I always remember the comment from a fellow I was working with when I was telling him about the roller coaster ride my entrepreneurial mate was on. He said, “You know you and I are too smart to get rich!” That is actually a downside for good risk management. As you well know, a little
Whether you are the boss or a strategic advisor to the boss you establish boundaries to guide the decisions and hence behaviour of staff. What kind of boundaries have you set? I see three basic types: • Hard – Thou shalt not cross. • Flexible – Permission to bend the boundaries, up to a point,
I am interested to hear your thoughts on the efficacy of KRIs. Do you use them in a formal sense? How do you use them, for example as part of your risk appetite process or framework? What has changed since using them? In my little world I have whittled the KRI picture down to this:
Stop saying “It depends”! Whether you are the CEO, or in a strategic advising role such as CFO or the Head of HR, your job is to guide, not control. I hope you agree. If you don’t, check my previous Blog “The 21st century is a terrible time to be a control freak”. Once this