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Volume 27, Issue 3

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October 29, 2013

The Risky Business of Not Taking Risks

In my work, I frequently engage in a broad-based leadership development program to prepare top talent for advancement. That was the case when I recently worked with a large construction company to groom Mike, one of the presidents, and Joe, the lead risk officer, for advancement.

During the 360-degree peer interviews I asked Mike how Joe could improve in general and how he could specifically help Mike with his growth objectives. Without hesitation, Mike answered, “I need for Joe to take me right to the edge of the cliff without letting me fall over. Right now he’s serving as the business-prevention arm of the business.”

I don’t think I’ve ever heard a better definition of what those in risk and compliance can do to support the organization. Take them as far as ethics and good sense will allow without letting them hurt themselves or the company, but don’t serve as the business prevention unit.

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