How do you really know?
Twice in the past few weeks I have observed and listened to safety briefings which started with something like “these are?very high-risk situations, you need to listen to understand, so you don’t die.”??
The situations were:
?·?????? Practising with a search and rescue team collaborating with Westpac rescue Helicopter in winch recovery training.
·?????? And secondly on a private adventure trip to EcoZip Adventures Kaikoura - high zip lines.
?As well as listening and digesting for my personal safety, I listened watched and considered what was underneath the briefings. In both cases:
?·?????? The consequences of the critical risk (you can die) was expressed right up front.
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·?????? Instruction from subject matter supervisory experts was very direct and precise.
·?????? Teamwork and collaboration of supervising subject matter experts?was very evident and reassuring.
But more importantly, I got insight into well thought through processes, including practised and rehearsed checks, double checks, and very specific comms. Supervisory staff were clearly well trained, competent (which is different than simply attending training) and worked as a team to check and cross check. Where possible, key equipment had resilience (i.e. if an aspect failed, a back-up piece of control equipment prevented catastrophe). I got insight into what appeared to be well maintained underlying infrastructure (in my examples the helicopter and then the?zip lines themselves). And I got small snippets that if certain risks played out, back up plans existed (think bow tie analysis!).
?How do you manage your critical risks? As Executives and /or Directors, are those team members that you rely on the most trained and competent, how do you know the equipment is appropriately maintained, and what is it about the consistent processes including cross checks and comms that gives you confidence about preventing catastrophic failure.
Are you confident about your critical risk controls with your feet under the desk, or should you get out more regularly to reassure yourself? I know you know the answer.
Business Resilience Consultant @ Air New Zealand | Crisis Management, Resilience
6 个月Great article Dave, and to add to the conversation, have a think about Crisis Management exercises- they should in theory, truly test those response mechanisms- where those "key equipment resilience" are in place and fit for purpose. Consider "what if" and stress test the leadership capability and capacity to respond. Beyond the testing the operational elements a good Crisis Exercise is about allowing your mind to go where one day your feet may just have to follow.
Operations Manager @ Citycare Property | Efficient Resource Management
7 个月Many thanks for you insights- I loved the commentary relating to direct conversations relating to the consequences of failures from critical risks. I will certainly take heed from this and be super direct with staff to make them aware of the harsh reality when operating around critical risks....here's hoping that I achieve lots of light bulb moments similar to this Dave....Thank you so much for sharing
Partner at KPMG New Zealand
7 个月Great stuff Dave Mills - well said!!
Chief Executive Officer | Director |Trustee
7 个月Great article Dave, it’s key as execs and directors we lead the way understanding critical risks and the associated controls. Thru our conversations with the teams we set the tone, attitude and buy in to keeping us collectively safe. Thanks for sharing your insights.