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

enquiries@clarksonalliance.com

T: 01865 355580

W: clarksonalliance.com

@CAProjects_