In today’s modern corporation, 3 derailers of corporate directives lurk—Protocol Risk, Group Think Risk, and Misperception Risk—because now people are working and living in communities that are quite different from each other.
GOOD NEWS: there are easy ways to derail these derailers so that what the CEO wants to occur actually does happen.
These three adaptive insights combined with a review of a company’s competitive landscape can aid a Board in easing political risks, cultural risks, and reputational risks it is or may be facing in this volatile business period.
Whether “born a crime” like Trevor Noah, OR a first-generation person, OR an immigrant like Nelson Diaz, OR from a marginalized group, OR from a different culture like Tara Westover, feeling “different” from others can be transformed into even greater career success through using these techniques to make differences become competitive advantages.
Risk is like a wildfire—it shoots up in multiple locations and spreads quickly. You think that you have it contained, then BOOM, there it is again. In environments that have hot dry seasons, fire crews are on standby, totally prepared to extinguish fires. Yet over 70% of non-financial corporations do NOT have a Chief Fire Officer, aka Chief Risk Officer (CRO), reporting to the CEO and part of the Executive Team (GC [compliance/legal], CFO [finance], CISO [data & systems], CHRO [people], etc.). ...
The Echo Effect is real and quite dangerous to your career growth, especially because the world is now so connected and in such rapid flux. An Echo Effect occurs when a group of individuals have the same shared traits, which means that no matter how many people are in the group, their similarities will result in their opinions and biases echoing the same sentiments, which may or may not be reflective of the larger environment facing you as a member of a Subject Matter Expert (SME) team, a department, the company, and/or its board.
Your career growth is dependent upon the contribution you make as a SME, within your department, towards your corporation’s goals, and/or to your corporate board’s strategies.
QUESTION: How many people—and which people—do you talk to before you form your insights, provide your recommendations to your team, your department head, your corporate leaders, your board? ...
1. The risk of unmet stakeholder expectations is incinerating business value.
2. Enterprise risk professionals recognize that it is vital to understand the expectations of stakeholders, which is only possible via the reporting of knowledgeable staff who have their fingers on the pulses of those stakeholders. These critical reporting processes are vulnerable to human frailties, such as the biases of management.
3. There is a path to mitigate human capital systemic bias, ensuring more reliable enterprise intelligence for the purposes of reputation risk management. This path is built around three core actions: ...
Because “The Great Resignation” is mostly likely “The Great Realignment,” companies could be wasting their money by offering raises/bonuses/higher starting salaries to existing and potential employees in hopes of stopping exits and securing talent in the worst U.S. labor shortage since World War II. It’s likely to be having the same effect as if they are burning that money because unless the underlying disconnects are addressed, nothing is likely to change this Great Realignment. Why? ...
Here are three ways to fix these underlying disconnects. ...
