It’s called a “Goldilocks Zone.” Planets have them. Sand dunes have them. NASCAR drivers, too. That narrow range between too much and not enough. Find it, and great things begin to happen.
It’s a startling question. The answers provide critical guidance for risk management, strategic planning, writing governance policies.
In their Harvard Business Review article Managing Risks: A New Framework, Robert S. Kaplan and Anette Mikes provide three qualitative distinctions among the types of risk organizations face. Two of these categories, preventable risks and strategy risks, are internal to the organization and so are within the control of the leadership. The third category includes risks from external sources; leadership may not control the risks, but they can prepare for them. Here’s how.
If a crisis puts the organization’s people, assets, or intended outcomes at risk, then major donors, clients, staff, or the community need to know. Here’s a simple outline of what to say.
Boards are complex systems. Even for experienced board members, joining a new board involves a period of transition, orientation, and assimilation. There are two things that will help get those new directors quickly up to speed: a small handbook and a mentor. Here’s how to fast-track your new directors with peer mentors . . .