It\u2019s leadership. That\u2019s it! Alright, fine, I\u2019ll expand.<\/p>\n
Most traditional risk managers will instinctively counsel your organization to be moving into the 2020s as best practice would have always had it be done. While that might have been sound advice in another era, in today\u2019s lightning-paced global digital landscape, conservative intel like this neglects one crucial element.<\/p>\n
\u201cHe who thinks he leads but has no followers is only taking a walk,\u201d American leadership expert, John C Maxwell, famously claimed.<\/p>\n
COVID-19 is a massive wake-up call for every business. Globally, the traditional hospitality, leisure, tourism, sports, and retail industries will never be as we once knew them.<\/p>\n
How your organization handles the crisis now<\/em> will not only determine whether or not this moment in time will feature positively in your future risk presentations; it might actually determine whether or not your business survives it at all.<\/p>\n Strong, insightful, and consistent leadership from organizations (no matter the size), from the top-down and the inside out, will be the keys to survival, let alone success. Clarity and cohesion, ingredients that have been missing from the risk assessment process all along, are more important than ever.<\/p>\n Within the broad bandwidth of risk leadership, from the chairperson to department heads, it\u2019s incredible to think that there\u2019s been a key ingredient missing this whole time. Dialogue.<\/p>\n The current modus operandi<\/em> is not your fault! The traditionally disparate areas within an organization of Governance, Risk, and Compliance Management (GRC), Information Security Management Systems (ISMS), and Cybersecurity haven\u2019t exactly been conducive to risk management<\/a> progress.<\/strong><\/p>\n Here, we define three key leadership areas as clearly lacking in risk assessment and management today, and how to improve them.<\/p>\n Good old-fashioned communication is probably the most important aspect of risk management. Inter and intra-department dialogue are essential, as is finding some measure of consensus about what\u2019s important (and what\u2019s not), and how to move forward.<\/p>\n Every person in your organisation will have both individual and shared experiences of not only the company\u2019s processes, but also the world around them. Our diversity as individuals creates perspectives that are critical to the GRC process. As such, it\u2019s important we spend valuable time with each other (albeit via videoconferencing at the moment), rather than merely collecting data and generating inputs.<\/p>\n1. Where\u2019s the humanity? Find it, and bring it back!<\/strong><\/h3>\n