Risk Leadership Implementi ng a strategy that works
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Risk Leadership
Implementinga strategythat works
“The potential of an action or event to impact on the achievement of objectives.”
Association of Project Management
Risk
Every project presents risks
Risk registers are used to manage project risks
They typically address physical/ more tangible
aspects
People risks are harder to identify and address
Creative Commons Torbakhopper
Risk leadership differs from risk management
Alaine Karoleff
Often organisations prioritise the physical and tangible aspects of project
delivery
But 80% of projects fail due to “people issues”
Harvard Business Review, 2005
Risk leadership is more effective than risk
management
Manager LeaderEngaging • Communicate by
telling • Expect people to
do things their
Team Work Expects “grown-ups” to focus on the work
Making Decisions • Tell people what to do
• Maintain control
Manager LeaderEngaging • Communicate by
telling • Expect people to
do things their
• Communicate by listening first
• Encourage people to find the best way
Team Work Expects “grown-ups” to focus on the work
Actively works at developing relationships so team can become “more than the sum of its parts”
Making Decisions • Tell people what to do
• Maintain control
• Encourage people’s understanding and engagement so they can make decisions at the coal face
• Delegate intelligently
Analyse component risksbut feel people risks
Often people react emotionally rather than rationally - at work and at home
Creative Commons Zoe
Evidence – isn’t …unless it fits what we want
Loss – drives us more than gain
CreativeCommons Image Money
Brainstorming doesn’t improve creativity
It can lead to the fixation on an idea by a group
Psychology Today
Project competence survey
Had confidence to complete current project
Confidence in themselves (75%)Did not have confi-dence in themselves (25%)
Survey by Montydog Consulting
Project competence survey
Had confidence to complete current project
Confidence in other project team members (56%)Did not have confi-dence in other members of project team (44%)
Survey by Montydog Consulting
Project competence survey
Had confidence to complete a project
Confidence in team delivering objectives (44%)Did not have confi-dence in that team achieving objectives (54%)
Survey by Montydog Consulting
Daniel Kahneman, psychologist, highlighted our pervasive optimistic bias. “We see ourselves and … the goals we adopt as more achievable than they are”.
Creative Commons Daniel Spiess
Trust
Think
Adapt
Trust
Think
Adapt
each other
creativelybehaviours
For brain concepts with huge implications, see our Collaborative working – understanding people better deck
Do you think this project can be delivered on time?
How confident are you that this project will be
delivered on time?
Confidence Questions
Why are you confident?
What contributes to that confidence?
Confidence Questions
What needs to change to increase confidence?
Confidence Questions
StatusCertaintyAutonomyRelatedness Fairness
Dr David Rock, Neuroleadership Institute
Everyone needs
Be a “People Intelligent Leader”
1. Opportunity to lead more intelligently by focusing on people
People Intelligent Leaders
2. You can change yourself, your
organisation and your career
People Intelligent Leaders
3. Risk leadership can be very rewarding – so why not seek that reward?
People Intelligent Leaders
Leaders Quick Risk Check Y/N?
Skilled Experienced
Motivated Engaged
You as leader
Your team
Your organisationYour customers
So to implement a risk strategy that works…
Lead rather than manage1
Acknowledge people risks2
Understand how people think
3
Work hard to connect and motivate
4
Thank youClarkson Alliance in collaboration with Montydog Consulting
T: 01865 355580
W: clarksonalliance.com
@CAProjects_
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