As you walk into that next meeting with another co-worker or even a colleague for a coffee catch-up, pause and reflect. Think about how you could (1) make this encounter not only productive and (2) simultaneously enhance the relationship of trust.
All too often we are focused on getting something of value from the meeting. We are blinded by the purpose of the meeting or have preconceived ideas on how the time together will be of value, or a waste of time. Now think differently.
A true professional in any business, unit, agency or organization is there to "Build Trust". The day-to-day or hour-to-hour interactions you have with others is vital. A true professional in any domain, industry or vocation, can aspire to a higher purpose than the normal roles of a stated job description.
One thing is certain when it comes to meeting with other people and the value or outcomes obtained, trust is a major factor in the future outcomes of the relationship. Have you ever wondered why certain people you meet, take so long to trust you? How are you going to accomplish your intended purpose working with this superior or subordinate if they don't trust you? What about that new client or business partner?
At the most fundamental level, the trust gurus and authors have been writing about a spectrum of trust for eons:
From ground zero of your first encounters with another person, your goal is to move towards a point on the spectrum where "Trust Exists". Then your goal is to keep moving to the right and towards a place of "Implicit Trust". This is when you don't even think about it anymore. How many people do you know where this is the case, even within your own family?
So what?
As an Operational Risk professional, velocity is everything. Yet you already know that uncontrolled velocity alone can be fatal. The risk factors associated with business, government or the manufacturing process of a highly engineered electronic component are always present. Always changing. Creating new obstacles or new harm. In our current state, 24x7x365 pervasively connected society, the trust factors are even more important and vital to moving towards "Implicit Trust".
Here are a few examples in the news this past year, where Operational Risk Management (ORM) was a factor:
In each one of these few example cases, relationships between people started with a meeting encounter. Over time, the product, service or personal relationship outcomes involved a failure of people, processes, systems or external events. The core components of Operational Risk Management (ORM).
Raising the level of trust across personal, business or government encounters is only possible, with effective "TrustDecisions". The Decisions to Trust another person, product or service have several elements. These are vital for the mission to grow towards "Implicit Trust" and simultaneously with the safety and security necessary to reduce the risk of failure.
The Mission
The mission as a co-founder of a new startup or the CEO of a Global 500 is to ensure the survival of the organization. We all know the failure rate for new companies. Just ask Dun & Bradstreet for the statistics or even your local Venture Capitalist who is celebrating failures these days. So beyond just the survival of the organization, is the imperative to establish a cultural and operating environment where people feel encouraged, creative and unencumbered to fulfill their job requirements and goals.
The Take Away
Operational Risks are inherent in any new or established business endeavor. The earlier the Operational Risk Management (ORM) design begins in the trusted relationship evolution, the more resilient you will ultimately become. The framework of the system-of-systems, the look and feel of the cultural environment and the end state visions are all at stake. Take the time and include the expertise to work on the "TrustDecisions" foundation of your enterprise.
Ensure the survivability of the new products or service solutions, that are so valuable to our economy and our nation. Embrace Operational Risk Management early in your relationships and allow it's presence while it preserves all that you have worked for and dreamed of...
All too often we are focused on getting something of value from the meeting. We are blinded by the purpose of the meeting or have preconceived ideas on how the time together will be of value, or a waste of time. Now think differently.
A true professional in any business, unit, agency or organization is there to "Build Trust". The day-to-day or hour-to-hour interactions you have with others is vital. A true professional in any domain, industry or vocation, can aspire to a higher purpose than the normal roles of a stated job description.
One thing is certain when it comes to meeting with other people and the value or outcomes obtained, trust is a major factor in the future outcomes of the relationship. Have you ever wondered why certain people you meet, take so long to trust you? How are you going to accomplish your intended purpose working with this superior or subordinate if they don't trust you? What about that new client or business partner?
At the most fundamental level, the trust gurus and authors have been writing about a spectrum of trust for eons:
Zero Trust >>>>>Trust Exists >>>>>Implicit Trust
From ground zero of your first encounters with another person, your goal is to move towards a point on the spectrum where "Trust Exists". Then your goal is to keep moving to the right and towards a place of "Implicit Trust". This is when you don't even think about it anymore. How many people do you know where this is the case, even within your own family?
So what?
As an Operational Risk professional, velocity is everything. Yet you already know that uncontrolled velocity alone can be fatal. The risk factors associated with business, government or the manufacturing process of a highly engineered electronic component are always present. Always changing. Creating new obstacles or new harm. In our current state, 24x7x365 pervasively connected society, the trust factors are even more important and vital to moving towards "Implicit Trust".
Here are a few examples in the news this past year, where Operational Risk Management (ORM) was a factor:
Samsung Galaxy Note 7
On 2 September 2016, Samsung suspended sales of the Galaxy Note 7 and announced an informal recall, after it was found that a manufacturing defect in the phones' batteries had caused some of them to generate excessive heat, resulting in fires and explosions. A formal U.S. recall was announced on 15 September 2016.
Yahoo
When Yahoo said on Thursday that data from at least 500 million user accounts had been hacked, it wasn't just admitting to a huge failing in data security -- it was admitting to the biggest hack the world has ever seen.
Until Thursday, the previous largest known hack was the 2008 breach that hit almost 360 million MySpace accounts, according to a ranking by the "Have I been pwned" website. Like the Yahoo breach, the hack was only publicly disclosed this year after data was offered on a hacker forum.
National Healthcare Fraud
Attorney General Loretta E. Lynch and Department of Health and Human Services (HHS) Secretary Sylvia Mathews Burwell announced today an unprecedented nationwide sweep led by the Medicare Fraud Strike Force in 36 federal districts, resulting in criminal and civil charges against 301 individuals, including 61 doctors, nurses and other licensed medical professionals, for their alleged participation in health care fraud schemes involving approximately $900 million in false billings.
National Security Agency
A federal contractor suspected in the leak of powerful National Security Agency hacking tools has been arrested and charged with stealing classified information from the U.S. government, according to court records and U.S. officials familiar with the case.
In each one of these few example cases, relationships between people started with a meeting encounter. Over time, the product, service or personal relationship outcomes involved a failure of people, processes, systems or external events. The core components of Operational Risk Management (ORM).
Raising the level of trust across personal, business or government encounters is only possible, with effective "TrustDecisions". The Decisions to Trust another person, product or service have several elements. These are vital for the mission to grow towards "Implicit Trust" and simultaneously with the safety and security necessary to reduce the risk of failure.
The Mission
The mission as a co-founder of a new startup or the CEO of a Global 500 is to ensure the survival of the organization. We all know the failure rate for new companies. Just ask Dun & Bradstreet for the statistics or even your local Venture Capitalist who is celebrating failures these days. So beyond just the survival of the organization, is the imperative to establish a cultural and operating environment where people feel encouraged, creative and unencumbered to fulfill their job requirements and goals.
The Take Away
Operational Risks are inherent in any new or established business endeavor. The earlier the Operational Risk Management (ORM) design begins in the trusted relationship evolution, the more resilient you will ultimately become. The framework of the system-of-systems, the look and feel of the cultural environment and the end state visions are all at stake. Take the time and include the expertise to work on the "TrustDecisions" foundation of your enterprise.
Ensure the survivability of the new products or service solutions, that are so valuable to our economy and our nation. Embrace Operational Risk Management early in your relationships and allow it's presence while it preserves all that you have worked for and dreamed of...
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