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Risk leadership - implementing a risk strategy that works
The document discusses the importance of risk leadership in project management, emphasizing that 80% of project failures stem from 'people issues' rather than tangible risks. It contrasts traditional risk management with risk leadership, which focuses on engaging and empowering team members to improve project outcomes. Furthermore, it highlights the need for leaders to understand and address emotional and relational aspects of teamwork to effectively implement risk strategies.
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Risk leadership - implementing a risk strategy that works
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- 2. “The potential ofan action or event to impact on the achievement of objectives.” Association of Project Management Risk
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- 4. Risk registers areused to manage project risks
- 5. They typically address physical/more tangible aspects
- 6. People risks are harderto identify and address Creative Commons Torbakhopper
- 7. Risk leadership differsfrom risk management
- 8.
- 9. Often organisations prioritise thephysical and tangible aspects of project delivery
- 10. But 80% ofprojects fail due to “people issues” Harvard Business Review, 2005
- 11. Risk leadership ismore 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 butfeel 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 – drivesus more than gain CreativeCommons Image Money
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- 19. It can leadto the fixation on an idea by a group Psychology Today
- 20. Project competence survey Hadconfidence to complete current project Confidence in themselves (75%) Did not have confidence in themselves (25%) Survey by Montydog Consulting
- 21. Project competence survey Hadconfidence 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 Hadconfidence 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 ourpervasive optimistic bias. “We see ourselves and … the goals we adopt as more achievable than they are”. Creative Commons Daniel Spiess
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- 26. For brain conceptswith huge implications, see our Collaborative working – understanding people better deck
- 27. Do you thinkthis project can be delivered on time? How confident are you that this project will be delivered on time? Confidence Questions
- 28. Why are youconfident? What contributes to that confidence? Confidence Questions
- 29. What needs tochange to increase confidence? Confidence Questions
- 30. Status Certainty Autonomy Relatedness Fairness Dr David Rock,Neuroleadership Institute Everyone needs
- 31. Be a “PeopleIntelligent Leader”
- 32. 1. Opportunity tolead more intelligently by focusing on people People Intelligent Leaders
- 33. 2. You canchange yourself, your organisation and your career People Intelligent Leaders
- 34. 3. Risk leadershipcan be very rewarding – so why not seek that reward? People Intelligent Leaders
- 35. Leaders Quick RiskCheck Y/N? Skilled Experienced Motivated Engaged You as leader Your team Your organisation Your customers
- 36. So to implementa risk strategy that works…
- 37. Lead rather thanmanage
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- 40. Work hard toconnect and motivate
- 41. Thank you Clarkson Alliancein collaboration with Montydog Consulting enquiries@clarksonalliance.com T: 01865 355580 W: clarksonalliance.com @CAProjects_