First, I’d look at each risk through a clear lens: what’s the potential impact, and how likely is it to happen? High-impact, high-probability risks naturally bubble up to the top—those are the ones that could derail the whole project if they go unchecked. Low-impact or unlikely risks can simmer on the back burner without eating up too much attention. From there, it’s about trade-offs. Resources—time, money, people—are finite, so I’d weigh what’s at stake. Data helps here: past project outcomes, team input, or even rough estimates can sharpen your instincts on what’s truly critical. Timing matters too. It’s like triaging in an ER—stop the bleeding first, then worry about the chronic stuff.

When facing conflicting risk priorities in a project, start by identifying and analyzing all potential risks. Prioritize them based on their severity and probability, focusing on high-impact and high-probability risks first. Engage with key stakeholders to gain insights and allocate resources to the most critical risks. Develop strategies to address these risks, such as avoidance, mitigation, transfer, or acceptance. Continuously monitor and review your risk priorities as the project progresses to ensure you are always addressing the most critical risks. This systematic approach helps keep your project on track.

When facing conflicting risks, prioritize the one with the highest impact and likelihood of occurring. Assess how each risk affects time, cost, quality, and morale, and gather input from stakeholders for a broader perspective. Instead of tackling everything at once, break the issue into small, manageable steps and take immediate action. Seek input from stakeholders, team members, or customers to gain different perspectives. Continuously refine your approach to mitigate risks effectively. The key is to be proactive, adaptable, and focused on resolving the most urgent issue first while maintaining long-term project stability.

The only person who has to make decisions about risk is the CEO, because he or she is legally responsible. There are no small risks, and every risk must be studied, analyzed and resolved.

When dealing with conflicting risk priorities, I prioritize risks based on their potential impact and likelihood, using a structured approach to ensure clarity and focus. First, I assess each risk by evaluating its impact on project objectives (scope, schedule, cost, quality) and the probability of it occurring. I then use a risk matrix to categorize risks into high, medium, and low priority. High-impact, high-likelihood risks are addressed immediately, as they pose the greatest threat to the project’s success. For risks with high impact but low likelihood, I develop contingency plans and monitor them closely, while lower-impact risks are managed with fewer resources or deferred.