Posts Tagged ‘accountability’

When I pose the question above to people about the risk management experiences they have had in their organizations, they always say that it’s really more about risk elimination.  These are typically larger organizations and risk management, done well, is a prudent and necessary activity.  So why do they say “elimination?”

Definitions are adapted from Wikipedia.
Risk management is the identification, assessment, and prioritization of risks (the effect of uncertainty on objectives)  followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. Risks can come from uncertainty in financial markets, project failures, production, legal liabilities, credit risk, accidents, natural causes and disasters as well as deliberate attack from an adversary or events of uncertain root-cause.

Sounds like pretty important stuff.

In essence, risk management is a process:

  • identify, characterize, and assess threats
  • assess the vulnerability of critical assets to specific threats
  • determine the risk (i.e. the expected consequences of specific types of attacks on specific assets)
  • identify ways to reduce those risks
  • prioritize risk reduction measures based on a strategy

In typical risk management, once risks have been identified and assessed, there are four basic techniques for managing the risk.

  • Avoid (eliminate, withdraw from or not become involved)
  • Reduce (optimize – mitigate)
  • Share (transfer – outsource or insure)
  • Retain (accept and budget)

I believe that what I and many others have experienced in “risk management” is actually an abbreviated two-step process:

  • Identify any risk/threat
  • Avoid it (eliminate, withdraw from or not become involved)

What is the effect of this approach on the larger organization?  How does it impact performance, moral, commitment, engagement, or whatever measure you choose to use?

Incite: Perhaps the “Two-Step” Risk Management process itself is another risk that needs to be managed.


Inspired by Seth Godin’s June 27, 2011 blog: Writing naked (nakeder than Orwell)‏

Why is most business writing so awful? The simple answer is fear. Organizational structures represent levels of power and privilege. Your rewards are not in your control. They reside within the minds and decisions of others.

The logic of worldly success rests on a fallacy—the strange error that our perfection depends on the thoughts and opinions and applause of other men.  A weird life it is to be living always in somebody else’s imagination, as if that were the only place in which one could become real.  ~ Thomas Merton

Language is the primary encoder of our messages, between our thoughts and the minds of others. Ineffective language weakens and distorts ideas.

People are afraid to say what they mean, because they might be criticized for it. Afraid to be misunderstood, to be accused of saying what they didn’t mean, because they might be [wrongly judged]  for it. ~ Seth Godin

George Orwell had a passion for clear, simple writing.  Below is his guidance from the Remedy of Six Rules.  The rules have been edited by Seth Godin using Orwell’s own rules.

1. Never use a metaphor, simile, or other figure of speech which you are used to seeing in print.  You don’t need cliches.

2. Never use a long word where a short one will do.  Avoid long words.

3. If it is possible to cut a word out, always cut it out.

4. Never use the passive where you can use the active.  Write in the now.

5. Never use a foreign phrase, a scientific word or a jargon word if you can think of an everyday English equivalent.  When in doubt, say it clearly.

6. Break any of these rules sooner than say anything outright barbarous.  Better to be interesting than to follow these rules.

This example illustrates that clear, simple writing is not easy. Orwell acknowledged his own shortcomings and once wrote, “Look back through this essay and for certain you will find that I have again and again committed the very faults I am protesting against.”

I am sure I have done the same in this blog.

If the goal is to communicate, then say what you mean. Say it simply and clearly. Say it without fear of misunderstanding or negative feedback, and say it without being boring.

But when it comes to complex ideas, don’t forget Einstein ’s advice. “Makes things as simple as possible, but not one bit simpler.”

You may have to use Rule 6.

Incite:  What would you call the fear that exists in the presence of power within an organization?   Does it really affect how we communicate?

For the past eleven years, Interbrand has been scoring and ranking the world’s brands to determine the Top 100.  While obvious, it’s worth noting that the rankings can change from year to year.  Visit this link to see the full report including last year’s biggest winners and losers.

These are the Top Ten for 2010.

Interbrand’s Brand Strength Score is comprised of 10 components, all of which play an important and equal role.  Because I believe these components can also be applied to Brand You, I have personalized the wording of each to reflect that application.

COMMITMENT – A measure of your internal commitment to or belief in your brand. Commitment is the extent to which you support your brand in terms of time, effort and investment.

PROTECTION – This component examines how secure your brand is across a number of dimensions – business, social, public, and on-line.

CLARITY – Your brand’s values, positioning and proposition must be clearly articulated and shared.

RESPONSIVENESS – This component looks at your brand’s ability to adapt to changes, challenges and opportunities. You should have a desire and ability to constantly evolve and renew yourself.

AUTHENTICITY – This component is about how soundly your brand is based on your internal beliefs. Authenticity asks if your brand has a defined heritage and a well-grounded value set, as well as if it can deliver against expectations.

RELEVANCE – This component estimates how well your brand fits with existing business and organizational needs.

UNDERSTANDING – Not only must others recognize your brand, but there must also be an in-depth understanding of its distinctive qualities and characteristics.

CONSISTENCY – This measures the degree to which your brand is experienced by others without fail or deviation.

PRESENCE – This measures the degree to which your brand feels omnipresent and how positively others discuss it in both traditional and social media.

DIFFERENTIATION – This is the degree to which others perceive your brand to be distinct from others or your competition.

So given the ten criteria, how do think you measure up?  Are you a Top 100 Brand?

Incite: Is maintaining, protecting, and building your brand a priority?  What are you doing to ensure your “ranking” either remains the same or increases every year?  If you manage others, how can help your direct reports with their personal brands?  What about your department or function’s brand?

Is Work a Mediaocracy?

Posted: January 9, 2011 in Performance

Some people mistakenly believe that organizations are a meritocracy.  Those who view the people at the top as those in power believe it’s an aristocracy.  Perhaps, as in real life, it’s more of a mediaocracy.

Have you heard the phrase that perception is reality? If so, then it’s not what you do; it’s not necessarily who you know.  It’s really more about what people hear and believe about you.

If so, what and where are the media channels within your organization? Who are the reporters? Are you even in the  news?  If so, what do the headlines say?  How do actually make the news?  Is it for some wonderful accomplishment, or is it, as is more common today, some negative event?

Incite: Are you in the headlines or on the sidelines?  What can you do to be an enduring force versus simply having 15 seconds of fame or shame?

My original intent was to post original material.  I received this blog post on December 4, 2010, from Seth Godin and I just couldn’t resist.  A while ago IBM conducted a study and found that the average worker was productive 90 minutes a day.  So let’s ask the question, who is…

The World’s Worst Boss?

That would be you.

Even if you’re not self-employed, your boss is you. You manage your career, your day, your responses. You manage how you sell your services and your education and the way you talk to yourself.

Odds are, you’re doing it poorly.

If you had a manager that talked to you the way you talked to you, you’d quit. If you had a boss that wasted as much as your time as you do, they’d fire her. If an organization developed its employees as poorly as you are developing yourself, it would soon go under.

I’m amazed at how often people choose to fail when they go out on their own or when they end up in one of those rare jobs that encourages one to set an agenda and manage themselves. Faced with the freedom to excel, they falter and hesitate and stall and ultimately punt.

We are surprised when someone self-directed arrives on the scene. Someone who figures out a way to work from home and then turns that into a two-year journey, laptop in hand, as they explore the world while doing their job. We are shocked that someone uses evenings and weekends to get a second education or start a useful new side business. And we’re envious when we encounter someone who has managed to bootstrap themselves into happiness, as if that’s rare or even uncalled for.

There are few good books on being a good manager. Fewer still on managing yourself. It’s hard to think of a more essential thing to learn.

Incite: If you had to describe yourself as the boss of you, what would you say?  Are you supportive, critical?  What do you do well, what do you need to do differently, and what do you need to stop or start doing today?