Do Validate
Bryan Whitefield
I empower leaders to cultivate high-performance teams making faster and better decisions | Recognised expert in strategy and risk | Expert facilitator and trainer and sought-after mentor | MAICD, MRMIA & CCRO
The workshop is over. The hard work is done. The Chair, CEO or team leader has taken you aside and thanked you for such an enlightening workshop. Job done!
No, it’s not.
The last thing you need to do is make sure you are helping the team with sensemaking, not nonsense making. The key is a reality-check with the team with the team post the workshop. Not straight after, at least a day, if not a week. Let memories wane a little and then revisit the outcomes and ask a few questions:
How many times have we heard of a decision by a political leader that turns into political suicide? They simply forgot to apply the pub test or they got it horribly wrong.
I am still horrified at the lack of data collection and analysis when it comes to the analysis of risk. Even when data is available, some are much more comfortable going with their gut than with the evidence. The problem is, the gut only has a high degree of accuracy for decisions we have made thousands and thousands of times before. This does not work for business decisions which may only count into the hundreds at best, with others being complete one-offs.
I’ve seen it so many times. Leaders in risk workshops getting motivated by the discussions only to realise later that their current commitments and budget simply won’t allow them to implement what was just agreed to. In this case the answer is to use risk to re-prioritise resources. Managers understand that the highest risk areas should get the resources required.
There you go. The last three blogs have encouraged you to Prepare – Facilitate – Validate. If you want to go deep on this approach, please come to my next training program on Mastering Risk Workshop Facilitation.
Stay safe and please run engaging workshops.
Take chances - intelligently
2 年Bryan Whitefield. You are so right. The decision is not done by deciding. The thing has to be implemented as well. It can be hard for a risk manager to get the "seat at the table" where decisions are made. The good news is, you do not have to to impact decisions. You can affect implementation by collaborating with and supporting those asked to deploy. https://www.dhirubhai.net/pulse/implement-successfully-hans-l%C3%A6ss%C3%B8e/ I actually did a book on this as well. Decide to Succeed, which can be acquired here: https://aktus.dk/Books