The weather in Texas is beautifully sunny and warm, which is a stark contrast to the festive holiday decorations sprouting up all around us. I can't say I mind it though; the daily dose of sunshine is definitely one of the perks of living here.
Today, I want to revisit a familiar topic – accountability. As risk managers, we often find ourselves in a quandary about how to ensure the strategies we propose are actually put into practice, especially when there's a lack of accountability. After all, without consequences, it's easy for initiatives to fall by the wayside. Accountability can mean different things, but it often comes up when it seems like others aren't meeting their responsibilities.
For those who may not know, I'm quite the fan of Jocko Willink, renowned for his "Extreme Ownership" approach and his service as a U.S. Navy officer and Navy SEAL. In my exploration of accountability, I knew Jocko and his team, which includes Leif Babin, another retired military officer, would have valuable insights. Indeed, they did not disappoint. Babin's article on accountability shed light on a different perspective – it's less about holding people accountable and more about creating a culture where individuals hold themselves accountable. They need to understand their purpose and see how their performance drives the organization's success. This aligns with the often-challenging concept of "buy-in" we face in risk management.
All too often, I hear about organizations where the strategic plan and financial insights are kept at the top, leaving everyone else questioning their role and its significance. This is similar to what we encounter in risk management. If people don't understand the 'why' behind their actions or the importance of what they do (or don't do), how can we expect them to care? The key is to build a culture that sees the value in risk management and views our field as a strategic asset.
So, my challenge to you today – whether you're in risk management or another field – is to strike up a conversation with a colleague. Ask them if they truly grasp what you do, how it relates to their work, and the value it adds. Get that elevator pitch polished and report back on how it goes.
Start those conversations and build a culture where buy-in drives the actions!
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