What do you do if your risk management leader lacks key qualities?

It can be frustrating if your risk management leader lacks the key qualities needed for effective risk management. When dealing with a leader who negatively impacts risk management, have a respectful conversation and offer suggestions for improvement. Focus on resources, training opportunities, and collaboration strategies instead of pointing out problems. If serious issues persist, gather evidence and raise concerns with a higher-level manager or HR representative. Take action by diligently performing risk management tasks, upskilling, networking, and exploring opportunities in other departments. Maintain a professional demeanour and seek positive change to improve the organization's risk management posture.

Encoraje o líder de gerenciamento de riscos a buscar recursos externos, como cursos de desenvolvimento profissional, treinamentos especializados ou mentoria de profissionais experientes na área. Se apropriado e possível, compartilhe suas preocupa??es de maneira respeitosa e construtiva com o líder de gerenciamento de riscos. Destaque as áreas específicas em que você vê oportunidades de melhoria e sugira maneiras de desenvolver essas qualidades-chave.

Só é possível corrigir um erro, se primeiramente ele for identificado, reconhecido e depois ter uma atua??o para resolvê-lo. Para identificar alguém com baixo desempenho, é fundamental estar próximo ao time, conversando de forma recorrente, em um espa?o de seguran?a psicológica, que permite que as pessoas possam ser abertas e externarem o que sentem. Todo baixo desempenho tem uma causa, e identificar e tratar essa causa é uma de suas responsabilidades como um líder.

I would treat this situation in itself as another risk. So the first step is to identify it very well, describe it well, what qualities does the risk leader lack? Describe them well, validate how true and credible the information on which I am basing you to affirm this is. Do you have enough, clear and reliable information? Is the information understandable? If the answer to these questions is YES, record it as a risk, with the cause and effect that the lack of these qualities may have on the risk leader.

Liderar la gestión de riesgos requiere no solo conocimiento especializado en los estándares y los marcos regulatorios, requieres habilidades comunicativas y de análisis, así como creatividad y flexibilidad para llevar un discurso coherente con las áreas y sus puntos de atención, manejo del tiempo y productividad, planificación para la ejecución oportuna de cada fase del ciclo en cada proceso, que permita conocer el estado actual de estos. Es importante identificar que área requiere ser fortalecida, comunícaselo y hazlo consciente de esas debilidades identificadas y establezcan una ruta de mejora

A strong risk management leadership is essential for a robust risk management program. Remember, the goal is to create a strong risk management team. In my experience, if a team leader demonstrates a willingness to learn and improve, providing support and resources can be a viable solution. You can follow a Skills Gap Analysis and a 360-Degree Feedback for example. If applicable, I suggest an open and honest communication approach. If you have a direct reporting relationship with the leader, consider a one-on-one conversation. Focus on specific behaviors and the impact they have. Finally, don't underestimante to play to their strengths: while addressing weaknesses is important, also leverage the leader's existing strengths.

Comprender las causas permite abordar con precision lo que debe ser abordado o establecer una estrategia para que esto no sea un impedimento de la ejecucion de las Gestion SI es un tema de habilidades blandas, debe existir el deseo de mejora y el compromiso personal de hacerlo Si se trata de otros factores, timidez extrema o algo que no permita un adecuado acercamiento a los otros, crear una estrategia donde un mejor comunicador aborde las áreas y estas personas ejecuten las tareas de seguimiento, organización, planificación, estudio de contextos, análisis de indicadores, etc. No somo buenos en todo, pero siempre somos muy buenos en algo

Often, individuals may be placed in risk management roles without the necessary qualifications or experience. This can be due to a variety of reasons, including internal promotion policies, hiring missteps, or a lack of available candidates with the desired skill set. In some cases, the individual may have the potential to excel in the role but has not received adequate training or support to develop the necessary skills. This could be due to budget constraints, a lack of emphasis on professional development within the company, or an underestimation of the complexity of the risk management function.

Identifying the possible causes of a risk management leader lacking key qualities to efficiently perform his role is important. A risk management leader’s lack of qualities or skills can stem from insufficient training, limited exposure to diverse risk scenarios, or a gap in practical experience. It may also be due to over-reliance on outdated practices and failure to stay updated with the latest risk management tools and techniques. Other factors include poor mentorship, inadequate support from the organization, and a lack of clear objectives. These deficiencies can hinder his/her ability to effectively identify, assess, and mitigate risks, ultimately impacting the organization’s resilience and strategic decision-making.

SI es un tema de habilidades blandas, debe existir el deseo de mejora y el compromiso personal de hacerlo Si se trata de otros factores, timidez extrema o algo que no permita un adecuado acercamiento a los otros, crear una estrategia donde un mejor comunicador aborde las áreas y estas personas ejecuten las tareas de seguimiento, organización, planificación, estudio de contextos, análisis de indicadores, etc. No somo buenos en todo, pero siempre somos muy buenos en algo

Firstly, identify specific gaps by conducting a thorough assessment of their competencies. Next, provide targeted training and development programs to enhance their understanding of risk methodologies, data analytics, and emerging trends. Encourage them to seek mentorship from experienced professionals and participate in industry forums. Additionally, align performance metrics with risk management goals to foster continuous improvement. Lastly, create a supportive environment that encourages learning, collaboration, and adaptation. By taking these steps, organizations can empower their risk management leaders to better navigate complex challenges and contribute effectively to strategic decision-making.

When taking action, it would be more effective to focus on pointed actions that address specific identified risk management skill gaps of the leader and within your organisational context. Avoid being too generic. You can start by addressing the most critical skill gaps and proceed to less critical ones. Also ensure to honestly acknowledge your leader's strengths, which will help the process.

Before taking action. classifies this situation as a risk. Do a qualitative analysis of the situation, review the probability that it will affect the project in which this risk leader participates, evaluate the impact and according to the score of this situation, think about what actions you should take, from sending him to training to put a mentor/coaching or reassign another risk leader to your project.

Como en muchas cosas, lo primero es darse cuenta, entender, identificar, cuando ocurren las desviaciones de lo esperado, luego buscar los porque y los como lo abordamos, que medidas podemos tomar de manera inmediata y que otras iremos incorporando progresivamente

Invest in professional development programs to enhance the risk management leader's skills. This could include formal education, certifications, workshops, or on-the-job training. Programs like the Risk Management for Corporate Leaders—Virtual by Harvard Business School offer comprehensive frameworks and tools for senior leadership to strengthen their approach to managing risk.

La gestión de riesgos es como montar bicicleta, cuando inicias eres torpe, tienes miedo de fallar, muy estricto, demandante, pero con el tiempo te relajas sin perder el rigor de lo importante, y empiezas a ver el paisaje y a trabajar más con el costo-beneficio y el aseguramiento razonable. Garantizando que se atiendan los procesos mas criticos, los impactos menos deseables o con consecuencias más adversas, dejando terreno a la flexibilidad sin alejarnos de los marcos y las metodologías

First, make them understand that they lack such qualities or knowledge. Sometimes people don't tend to know that they did not know. This can stem from the fact that they are using outdated knowledge especially in terms of risk management. Practical evidence is required to prove to them but the attempts to correct and teach them should be done privately and not publicly. Also after correcting and retraining them, there should be no public discussions on the fact that you trained them. This will make them more responsive in future discussions.

Also analyze what are the strongest qualities of this risk leader, what are his strengths to balance his strengths and weaknesses and take the best action or assign him to better situations where you can have benefits for both parties.