Some years ago while running a trusted advisor program for risk professionals I talked about learning to “sell” your message. I remember how insulted one or two of the participants were. Along the lines of, “I don’t sell snake oil, I provide great advice”. Several years on, I now run a Persuasive Advisor Program (because
Whether you love him or hate him, it must be said that Donald Trump has been a master in getting some people to listen to him, to agree with him, even like what he has to say. He cuts through all the clutter and paints a picture that many people want to see. No matter
When I was a wee kid working on a group project, we would always ask “Who is going to be the colour-ineror? Well just last week a friend of mine reminded me of the term when I was listing support functions that sometimes struggle to make a difference to the business. I was listing finance,
For those of you with a defined risk appetite, do you define it at business unit level and then work to ensure you match employee preference for risk taking to the appetite for risk you want a particular business unit to have? Perhaps you feel this is done implicitly? Is that good enough? Is it
I recently had one of the most cathartic conversations of my career. It was with a senior internal advisor who is now in audit but has held all kinds of roles in the organisation so he gets what support functions do, why they do it and, much to his chagrin, how they do it. The