As a leader in your particular organization, how often during your
busy day do you think about culture. The organizational pace. The
transparency and integrity that each key leader exemplifies, as they
operate each hour with employees, partners and your most important
community stakeholders.
Competent leaders who model peformance management processes to make Operational Risk Management (ORM) an enabling and growth oriented mechanism, truly understand that this requires a mind-set shift.
Executing on how to enable more risk taking and catalyst innovations to achieve superior growth, requires the ability to effectively incorporate risk management into your daily work products.
When you login to your APP, create a new document, start a new e-mail or enter new data into the database in the course of your daily work, you are playing the role of an information risk manager. When you meet with, counsel, or coach another fellow employee, you have full control of how you are achieving new levels of trust.
The degree to which you follow protocols, procedures and training involved with corporate records management, information security and work place employment policies, creates the foundation for how much risk and trust, you will generate today.
Now think about how this, will impact your continuous ability to be innovative, competitive and productive, while building a trusted culture, that employees, partners and community stakeholders will quickly recognize as trustworthy and extraordinary:
Whether it's direct or in-direct channel personnel, you have to understand how to use the right mix of compensation and incentives, to drive a revenue risk appetite, that is appropriate for your organizaition.
Performance Management could also be enabled or supressed, by the amount of power you give your 2nd Tier leadership. Do they have the ability to make a $1M decision or just $10K decisions when it comes to investing budgeted capital into their particular business unit growth?
Do they manage risk on a field or geographic level where they are the most informed and the most knowledgeable about the business, or is the "Mother Ship" back at the home office, dictating the way they spend or the way they invest?
The ability to know how to manage operational risk, at the point of creating new information is the nexus of several disciplines and requires substantial situational awareness training.
Every minute that goes by, with derailed leadership or a negative culture, puts the enterprise at greater risk to lost performance opportunities.
Your cultural trustworthiness depends on how effective you are as a leader, to communicate with those who you trust the most in your organization.
You need them to assist you, with perpetuating a culture that understands the relationship with operational risk and performance management simultaneously on the front line...
Competent leaders who model peformance management processes to make Operational Risk Management (ORM) an enabling and growth oriented mechanism, truly understand that this requires a mind-set shift.
Executing on how to enable more risk taking and catalyst innovations to achieve superior growth, requires the ability to effectively incorporate risk management into your daily work products.
When you login to your APP, create a new document, start a new e-mail or enter new data into the database in the course of your daily work, you are playing the role of an information risk manager. When you meet with, counsel, or coach another fellow employee, you have full control of how you are achieving new levels of trust.
The degree to which you follow protocols, procedures and training involved with corporate records management, information security and work place employment policies, creates the foundation for how much risk and trust, you will generate today.
Now think about how this, will impact your continuous ability to be innovative, competitive and productive, while building a trusted culture, that employees, partners and community stakeholders will quickly recognize as trustworthy and extraordinary:
So, what is trust?
"Trust is the affirmative output of a disciplined, analytical decision process that measures and scores the suitability of the next actions taken by you, your team, your business, or your community. Trust is the calculation of the probability of outcomes. In every interaction with the world, you are identifying, measuring, and figuring out the likelihoods. When the results are positive, you move ahead, from here to there. When the results are negative, you rarely move ahead; you stay put or you find an alternate path." Jeffrey Ritter- Achieving Digital TrustTurning risk management into performance management, shall begin on the front line of the enterprise, with the ideal compensation strategy and the behaviors you are seeking from your front line customer service and field-based revenue generators.
Whether it's direct or in-direct channel personnel, you have to understand how to use the right mix of compensation and incentives, to drive a revenue risk appetite, that is appropriate for your organizaition.
Performance Management could also be enabled or supressed, by the amount of power you give your 2nd Tier leadership. Do they have the ability to make a $1M decision or just $10K decisions when it comes to investing budgeted capital into their particular business unit growth?
Do they manage risk on a field or geographic level where they are the most informed and the most knowledgeable about the business, or is the "Mother Ship" back at the home office, dictating the way they spend or the way they invest?
The ability to know how to manage operational risk, at the point of creating new information is the nexus of several disciplines and requires substantial situational awareness training.
Every minute that goes by, with derailed leadership or a negative culture, puts the enterprise at greater risk to lost performance opportunities.
Your cultural trustworthiness depends on how effective you are as a leader, to communicate with those who you trust the most in your organization.
You need them to assist you, with perpetuating a culture that understands the relationship with operational risk and performance management simultaneously on the front line...
