This is the last in a series of blogs about awareness to highlight Risk Awareness Week running online globally in October that I am presenting at. I’ve covered safety, sudden disruptions and awareness in the boardroom.
Back in July this year I wrote about the key role risk advisers have in creating awareness of personal bias in leaders in organisations. If you haven’t read Daniel Kahneman’s Thinking Fast and Slow, you should. It is a best seller and very clearly explains and provides examples of how biases affect decision making.
In June of 2017 I wrote about where our biases come from in this post VEGetables underlie clear thinking. The essence of the blog is that our biases come from our values (which can shift), our environment (which is always changing) and our genes (which are hard-coded in us). This means creating awareness of bias in leaders is not so easy as some of their biases change over time while others are ingrained.
And then there is this blog titled INFLUENceENZA in which I highlight the need for us to be aware of our own biases if we are to help others see theirs! Who would have thought?
Reversing the flow. Be aware of your own biases and where they come from and where they come from in others. Then focus on creating awareness in the leaders you serve. Their decisions will be stronger and more lasting. That is an incentive for them for sure.
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Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of DECIDE: How to Manage the Risk in Your Decision Making and Winning Conversations: How to turn red tape into blue ribbon. He is the designer of the Risk Culture: Build Your Tribe of Advocates Program for support functions and the Persuasive Adviser Program for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please click here.
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