The Role of Corporate Leadership in Educating Employees to Risk Management and Resiliency
Geary Sikich is a Principal with Logical Management Systems, Corp., a consulting and executive education firm with a focus on enterprise risk management and issues analysis; the firm's web site is www.logicalmanagement.com. Prior to founding Logical Management Systems, Corp. in 1985 Geary held a number of senior operational management positions in a variety of industry sectors. Geary served as an officer in the U.S. Army; responsible for the initial concept design and testing of the U.S. Army's National Training Center and other related activities. Geary holds an M.Ed. in Counseling and Guidance from the University of Texas at El Paso and a B.S. in Criminology from Indiana State University.
Geary has lectured at University of Nevada Reno, Purdue University, George Washington University, Western Illinois University, St. Mary’s College and Norwich University, where he taught Enterprise Risk Management (ERM) and contingency planning electives in the MSBC program, including “Value Chain” Continuity, Pandemic Planning, and Strategic Risk Management. He is active in Executive Education, where he has developed and delivered courses in enterprise risk management, contingency planning, performance management, and analytics. Geary is a frequent speaker on business continuity issues business performance management. He is the author of over 430 published articles and four books, his latest being “Protecting Your Business in Pandemic,” published in June 2008 (available on Amazon.com). Geary is a frequent speaker on high profile continuity issues, having developed and validated over 4,500 plans and conducted over 450 seminars and workshops worldwide for over 100 clients in energy, chemical, transportation, government, healthcare, technology, manufacturing, heavy industry, utilities, legal & insurance, banking & finance, security services, institutions and management advisory specialty firms.
The role of corporate leadership in educating employees on risk management and resiliency is critical in ensuring fast and accurate communication and decision-making. Good decision making is critical for all organizations. Unfortunately, the nature of decision making is not generally well understood by the individuals making the decisions. This presentation explores the crisis management team (CMT) and the nature of decision making in crisis situations. It then builds on this understanding to introduce and develop practical techniques to improve the speed and quality of their decision making.
Most companies are unprepared for a volatile, uncertain, complex, and ambiguous (VUCA) business environment. In a recent National Association of Corporate Directors (NACD) poll, 62% of directors viewed disruptive risks as “much more important” than five years ago. Only 19% of directors, however, expressed confidence in management’s ability to address such risks. The concern for management is to educate all personnel to understand risk management and resiliency. This gap between awareness and confidence is well founded.
- A team is an intelligent entity
- The way the team thinks differs from how an individual thinks
- Team behavior can be studied as easily as individual behavior
- We infer mental processes from the team’s conscious experience (collective consciousness)
- Barriers to team consciousness result when there is a failure to share information with others
Course Level - All Levels
Who Should Attend
- Strategic Planners
Why Should Attend
Unpredictability is the new norm in today’s threat environment. “Because we are asking the wrong questions precisely, we are getting the wrong answers precisely; and as a result, we are creating false positives.” Unless we change the decision-making paradigm, we will continue to get false positives and find ourselves reacting to events and suffering the consequences of bad decision making. Disruptive events are occurring with increased frequency and can sometimes be extremely difficult to predict; with the potential to have significant, long-lasting impacts.