Risk leadership - implementing a risk strategy that works
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Understanding how to manage risk will greatly improve the success of your project. By mitigating project risks you are more likely to achieve the project objectives
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Risk leadership - implementing a risk strategy that works
- 2. “The potential of an action or event to impact on the achievement of objectives.” Association of Project Management Risk
- 3. Every project presents risks
- 4. Risk registers are used to manage project risks
- 5. They typically address physical/ more tangible aspects
- 6. People risks are harder to identify and address Creative Commons Torbakhopper
- 7. Risk leadership differs from risk management
- 9. Often organisations prioritise the physical and tangible aspects of project delivery
- 10. But 80% of projects fail due to “people issues” Harvard Business Review, 2005
- 11. Risk leadership is more effective than risk management
- 12. Manager Leader Engaging • 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
- 13. Manager Leader Engaging • 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
- 14. Analyse component risks but feel people risks
- 15. Often people react emotionally rather than rationally - at work and at home Creative Commons Zoe
- 16. Evidence – isn’t …unless it fits what we want
- 17. Loss – drives us more than gain CreativeCommons Image Money
- 19. It can lead to the fixation on an idea by a group Psychology Today
- 20. Project competence survey Had confidence to complete current project Confidence in themselves (75%) Did not have confidence in themselves (25%) Survey by Montydog Consulting
- 21. Project competence survey Had confidence to complete current project Confidence in other project team members (56%) Did not have confidence in other members of project team (44%) Survey by Montydog Consulting
- 22. Project competence survey Had confidence to complete a project Confidence in team delivering objectives (44%) Did not have confidence in that team achieving objectives (54%) Survey by Montydog Consulting
- 23. 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
- 26. For brain concepts with huge implications, see our Collaborative working – understanding people better deck
- 27. Do you think this project can be delivered on time? How confident are you that this project will be delivered on time? Confidence Questions
- 28. Why are you confident? What contributes to that confidence? Confidence Questions
- 29. What needs to change to increase confidence? Confidence Questions
- 30. Status Certainty Autonomy Relatedness Fairness Dr David Rock, Neuroleadership Institute Everyone needs
- 31. Be a “People Intelligent Leader”
- 32. 1. Opportunity to lead more intelligently by focusing on people People Intelligent Leaders
- 33. 2. You can change yourself, your organisation and your career People Intelligent Leaders
- 34. 3. Risk leadership can be very rewarding – so why not seek that reward? People Intelligent Leaders
- 35. Leaders Quick Risk Check Y/N? Skilled Experienced Motivated Engaged You as leader Your team Your organisation Your customers
- 36. So to implement a risk strategy that works…
- 37. Lead rather than manage
- 40. Work hard to connect and motivate
- 41. Thank you Clarkson Alliance in collaboration with Montydog Consulting enquiries@clarksonalliance.com T: 01865 355580 W: clarksonalliance.com @CAProjects_