Als Vorgesetzter stehen Sie vor schwierigen Entscheidungen. Wie können Sie Risiken vorbeugen und effektiv damit umgehen?

1. Assessment and Identification 2. Planning and Preparation 3. Implementation and Monitoring 4. Communication and Training 5. Evaluation and Review

1. Identify and assess risks 2. Develop a risk management plan. 3. Keep your team informed about potential risks and the steps being taken to address them. 4. Regularly monitor the progress of your project or team to identify new risks or changes in existing risks. 5. Encourage a culture of continuous improvement 6. Seek input from others 7. Not all risks are equal. Prioritize risks based on their potential impact and likelihood. Focus on addressing high-priority risks first. 8. Be prepared to make tough decisions 9. Learn from experience 10. Stay informed about industry trends, best practices in risk management, and changes in your organization. Be adaptable.

1. Évaluation du risque : Comprenez le paysage des risques potentiels en effectuant une évaluation approfondie, incluant la probabilité et l’impact. 2. Analyse des décisions : Analysez chaque décision sous l’angle des risques et des avantages potentiels à long terme. variables clés. 3. Planification d’urgence : Élaborez un plan d’urgence avec des procédures claires pour faire face aux situations imprévues. 4. Canaux de communication : Établissez des canaux de communication clairs pour une circulation rapide et efficace des informations sur les risques.

5 steps that I gained a piece of knowledge of while working in Banks with some smart seasoned bankers'. 1) Do you have the right tool that provides the best scientific insights to you on risks? (real ones not fake demons) 2) Once you know them as supervisors (like some supervisory authority or a regulator), don't sleep over it. Act for Action. 3) Keep simulating steps 1 and 2 regularly. 4) Take tough calls as supervisor to set clear regulatory expectations and non-negotiables. 5) Know that balance is the key to keep doing 1 to. Cheers. Forgot to tell you, that the biggest supervisor in the world is the Almighty. Trust Him. Thanks

Decision making as a leader has to be balanced, by considering the inherent risks and controls in place and business objectives. Additionally using the risk appetite statement of the company will guide leaders to make decisions that align with organisation objectives and risk tolerances.

Moving into a supervisory position is about making tough decisions. It’s important that you make the decision, in a timely manner. You may hesitate because it’s a tough decision, but remember that a decision must be made, and it should be done timely. Sometimes, an untimely decision does more harm than a “bad” decision. Perform adequate analysis, and ensure time is a factor that is considered.

- Gather Information: Collect relevant data and insights to inform your decisions. - Evaluate Options: Consider the pros and cons of various courses of action. - Make Informed Decisions: Use analytical tools and techniques, such as cost-benefit analysis, to make well-informed decisions.

Il est essentiel de réaliser une analyse structurée prenant en considération les impacts à court et long terme. Une fois la décision prise, il est essentiel de communiquer et surtout expliquer à l'ensemble des parties prenantes notamment les équipes afin d'obtenir leur adhésion pour assurer l'efficacité de la mise en œuvre

I agree that a plan B is a necessity these days, if time & available capacities permit. Else it's about some smart agile improvisation with a good team. Einstein said "Planung ersetzt Irrtum durch Zufall" - a good quote to remind ourselves that there are limits to forsee cascading risk and therefore prepare for the unexpected.

I agree with always having a solid contingency plan. Not only in business but also in life! Confucius said, and I wholeheartedly agree, “To not prepare is the greatest of crimes; to be prepared beforehand for any contingency is the greatest of virtues.”

- Develop Backup Plans: Prepare alternative strategies in case primary plans fail. - Allocate Resources: Ensure that necessary resources are available for contingency measures. - Regularly Update Plans: Review and update contingency plans to keep them relevant and effective.

La planification d’urgence, souvent résumée par l’adage "qui aime la paix prépare la guerre," est un élément fondamental de la gestion des risques. Avoir un plan B ne signifie pas que vous anticipez nécessairement des échecs, mais plutôt que vous vous préparez à gérer efficacement les imprévus. Un plan de secours bien élaboré inclut des actions claires, des ressources allouées et des délais alternatifs pour garantir que, même en cas de perturbation, les opérations puissent se poursuivre sans interruption majeure.

- Maintain Open Communication: Foster an environment where team members feel comfortable sharing information about risks. - Provide Clear Instructions: Ensure that all team members understand risk management processes and their roles. - Feedback Mechanisms: Implement channels for continuous feedback and improvement.

It is important to promote in the team: 1. Risk culture and awareness. Managing risks is everyone´s task. 2. Speak up. If you see something, say something. Importance of having the right communication channels. 3. Sense of team. Everyone should feel that is part of a team and should be generous with the team (for the bad and good moments). Staying together can be much more important that having brilliant but individual employees. 4. Clear roles and responsibilities. Everyone should know what to do and how.

- Delegate Authority: Empower team members to make decisions within their areas of responsibility. - Provide Training: Equip your team with the necessary skills and knowledge to identify and manage risks. - Encourage Initiative: Foster a proactive approach to risk management by encouraging team members to take initiative.

Extender los conocimientos adquiridos a lo largo de los años a nuestros equipos es sin duda la más enriquecedora y mejor inversión de tiempo y futuro. Concienciar que somos primera línea de defensa, que somos responsables en equipo de calibrar los riesgos y conocer los distintos tipos a los que nos enfrentamos a diario, es cosa de todos. El riesgo es un barco que se hunde si no somos todos remeros en él.

Encourager l'équipe à jouer un rôle actif dans la gestion des risques est déterminent. Cela favorise une culture où les membres sont vigilants et proposent des solutions, renforçant ainsi la responsabilité et l'engagement. Une équipe responsabilisée est essentielle pour améliorer la capacité collective à anticiper et gérer efficacement les risques.

Todos devem ter conscientização e serem responsáveis pelo gerenciamento de risco, é fundamental terem acesso aos canais apropriados.

One thing I have found helpful is to make specific time for self-reflection after I finished a stage of a project. This also gives some closure and a fresh start for the next stage ie improvement and adjustment and adaptation.

◾Incorporate a Feedback Loop: After each project or significant decision, hold a debriefing session with your team to gather their insights and feedback. This feedback loop ensures that lessons learned are documented and applied to future projects, creating a culture of continuous improvement and proactive risk management.

É de suma importância aprender e refletir após a situação de risco, dentro disto reavaliar o plano de gestão dos riscos e deixar a equipe resiliente nestes pontos.

All of the things listed above are great tools and approaches to use. But I think the most underrated aspect of managing risk effectively is ensuring you have the right culture. One where risk identification is encouraged throughout an organization.

It always surprises me that the concept of risk is invariably couched in negative terms. Without taking risk (at a level consistent with capacity for loss) firms cannot achieve their business objectives.

The premise of the question is wrong. It's not automatic that anyone should seek to reduce risk. If the level of reward justifies the risk, maybe the consideration should be how to take more risk to generate greater reward.

The stages mentioned are really insightful. However, having a strong risk culture that is sewn into the fabric of any organisation will give actionable meaning to the points mentioned above