Understand Your Risk Profile
Leadership requires a constant juggling act between legal accountability, decision-making complexity and risk perception. Understanding how your own attitudes towards risks change when you interact with other people in high positions is imperative for any leader to achieve success.
The amount of pressure on senior leaders has never been greater; as they are now required not only to handle more tasks at once, but do them faster than ever before. This creates an environment where understanding what others think about risking their reputation or safety can be invaluable because no one wants risky decisions made without fully thinking through all possible outcomes first. Leadership groups need to understand their risk profile and how it could affect the success of current projects or business-wide practices. When considering an organization's culture, leadership is key. Especially senior leaders who have a tendency for influencing other staff members through positive or negative attitudes toward taking risks with new initiatives.
A leadership group’s perspective on risk will filter down from top management, either shaping opinions so no one feels left out during decision making processes; passing along fears about potential problems shouldering too much responsibility onto individual shoulders without support.
Your risk profile is like a map that tells you where the dangers are. It can be hard to understand because it's not something most people get intuitively, but if we take control of our organization’s culture then this becomes easier. Risk Profiles provide insight into identifying potential problems before they arise so there isn't as much guesswork involved when managing responsibilities.
The pace of decision-making continues to accelerate and the information that leaders need to process is growing more complex. As a result, understanding attitudes towards risk – your own and your organizations’ – has never been more important. AESC member search firm Sheffield Haworth shares insight on assessing your own and your organization's risk.
As the economic outlook becomes increasingly uncertain, now is also a good time to assess your career risk.
Think Again: Leadership for 2030
The world as we know it is changing, and the manufacturing industries are no exception. The changes brought on by digitalization have transformed how people communicate; now more than ever before there needs to be an ability for organizations to adjust accordingly in order to maintain relevance within this fast-paced backdrop of constant transformation.
Internal factors such as the speed at which external changes occur and evolve, coupled with volatility in both phenomena makes for a more dynamic environment. As leadership becomes increasingly complex it is important that they focus on creating fast-adjusting organizations rather than control systems because no one leader can hope to resolve all problems alone or top-down without support from stakeholders who are often diversely motivated themselves; but also connected through their own fulfillment of contributing towards resolution efforts together despite any individual contributor's interest being affected differently by different outcomes depending upon what parts might be relevant. It is important then what kind agency ties are created between leaders who want their organizations' success, but also need stakeholders willing participants so they can work together effectively rather than force them into doing something against themselves.
Leaders must constantly think ahead to prepare for what's to come and to turn potential challenges into new opportunities. Already post-pandemic, we find ourselves in a completely different business climate than just two years ago. AESC member search firm Eric Salmon & Partners shares insights on preparing yourself now to lead for the end of this decade.