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Be prepared for the dangerous and largely unknown risks that threaten your business and learn how to survive and thrive when uncertainty hits. Leaders today must navigate their teams and organizations through unprecedented levels of uncertainty. It feels like every year there is some-game changing technology or catastrophe that gives rise to a “new normal” and sends businesses scrambling for how to rethink themselves to operate under these new conditions. In The Leader’s Guide to Managing Risk, K. Scott Griffith, a former airline pilot, socio-technical physicist, and author of the first independently-audited high reliability and just culture model offers practical and proven methods to build processes that will withstand the winds of uncertainty while driving success. By understanding that organizations are people operating within systems, leaders of all kinds will build reliability and resiliency into their culture and set up their business to withstand the next big changes that come their way. Learn a new way of seeing, understanding, and managing risk. Understand how people and systems interact in organizations and how to build processes that increase resilience and performance. Collaborate with all stakeholders, including employees, to help you foresee dangers and achieve sustainable reliability. Implement proven methods from Scott’s award-winning model that is being used in some of the most prestigious healthcare, EMS, and transportation companies in the world. Achieve independent validation of success through certification.
This book offers a practical insight to leaders who need to make good decisions in risky and important situations. The authors describe a process for making risk-intelligent decisions, explaining complex ideas simply, and mapping a route through the myriad interrelated influences when groups make decisions that matter. The approach puts the decision maker—you—at the center and explains how you can think and act differently to make better decisions more of the time. The book shows how to Determine the appropriate level of risk Make decisions in uncertain and turbulent conditions Understand how risks are perceived to identify them accurately Develop new behaviors to improve decision-making Making Risky and Important Decisions: A Leader’s Guide builds on earlier ground-breaking publications from these two recognized thought leaders. Their first book together, Understanding and Managing Risk Attitude, brought together the language of risk and risk-taking with the language of emotional intelligence and emotional literacy. Managing Group Risk Attitude followed, and focused on decision-making groups, creating new insights and frameworks. Both books are positioned as specialist textbooks, despite their relevance to real-world situations. A Short Guide to Risk Appetite brought together the concepts of risk appetite and risk attitude into one place for the first time, cutting through confusing terminology and confused thinking to create a practical way of understanding "how much risk is too much risk." This latest installment from Ruth Murray-Webster and David Hillson takes the breadth of their previous work, adds new insights and thinking, and distills it into a highly usable guide for hard-pressed leaders.
This book offers a practical insight to leaders who need to make good decisions in risky and important situations. The authors describe a process for making risk-intelligent decisions, explaining complex ideas simply, and mapping a route through the myriad interrelated influences when groups make decisions that matter. The approach puts the decision maker—you—at the center and explains how you can think and act differently to make better decisions more of the time. The book shows how to Determine the appropriate level of risk Make decisions in uncertain and turbulent conditions Understand how risks are perceived to identify them accurately Develop new behaviors to improve decision-making Making Risky and Important Decisions: A Leader’s Guide builds on earlier ground-breaking publications from these two recognized thought leaders. Their first book together, Understanding and Managing Risk Attitude, brought together the language of risk and risk-taking with the language of emotional intelligence and emotional literacy. Managing Group Risk Attitude followed, and focused on decision-making groups, creating new insights and frameworks. Both books are positioned as specialist textbooks, despite their relevance to real-world situations. A Short Guide to Risk Appetite brought together the concepts of risk appetite and risk attitude into one place for the first time, cutting through confusing terminology and confused thinking to create a practical way of understanding "how much risk is too much risk." This latest installment from Ruth Murray-Webster and David Hillson takes the breadth of their previous work, adds new insights and thinking, and distills it into a highly usable guide for hard-pressed leaders.
From the bestselling author of Team of Teams and My Share of the Task, an entirely new way to understand risk and master the unknown. Retired four-star general Stan McChrystal has lived a life associated with the deadly risks of combat. From his first day at West Point, to his years in Afghanistan, to his efforts helping business leaders navigate a global pandemic, McChrystal has seen how individuals and organizations fail to mitigate risk. Why? Because they focus on the probability of something happening instead of the interface by which it can be managed. In this new book, General McChrystal offers a battle-tested system for detecting and responding to risk. Instead of defining risk as a force to predict, McChrystal and coauthor Anna Butrico show that there are in fact ten dimensions of control we can adjust at any given time. By closely monitoring these controls, we can maintain a healthy Risk Immune System that allows us to effectively anticipate, identify, analyze, and act upon the ever-present possibility that things will not go as planned. Drawing on examples ranging from military history to the business world, and offering practical exercises to improve preparedness, McChrystal illustrates how these ten factors are always in effect, and how by considering them, individuals and organizations can exert mastery over every conceivable sort of risk that they might face. We may not be able to see the future, but with McChrystal’s hard-won guidance, we can improve our resistance and build a strong defense against what we know—and what we don't.
Providers who ignore the fundamentals of risk management may be placing their organizations in peril. This book helps leaders of such organizations to develop systems that succeed in controlling managed care risk. Hospitals, physicians, integrated deliver systems (IDSs), and other providers that deliver care face unique challenges of risk that differ from those of most insurers and HMOs. Managing Risk addresses risk issues concerning these diverse provider groups and discusses: Quantifying risks of capitation and other managed care arrangements Using a funds flow model to spread risk How provider information systems (ISs) relate to an organization's ability to manage financial risk. Operational and clinical approaches to managing risk Financial incentive programs for physicians PSOs and the future of health care risk
Cybersecurity threats are on the rise. As a leader, you need to be prepared to keep your organization safe. Companies are investing an unprecedented amount of money to keep their data and assets safe, yet cyberattacks are on the rise--and the problem is worsening. No amount of technology, resources, or policies will reverse this trend. Only sound governance, originating with the board, can turn the tide. Protection against cyberattacks can't be treated as a problem solely belonging to an IT or cybersecurity department. It needs to cast a wide and impenetrable net that covers everything an organization does--from its business operations, models, and strategies to its products and intellectual property. And boards are in the best position to oversee the needed changes to strategy and hold their companies accountable. Not surprisingly, many boards aren't prepared to assume this responsibility. In A Leader's Guide to Cybersecurity, Thomas Parenty and Jack Domet, who have spent over three decades in the field, present a timely, clear-eyed, and actionable framework that will empower senior executives and board members to become stewards of their companies' cybersecurity activities. This includes: Understanding cyber risks and how best to control them Planning and preparing for a crisis--and leading in its aftermath Making cybersecurity a companywide initiative and responsibility Drawing attention to the nontechnical dynamics that influence the effectiveness of cybersecurity measures Aligning the board, executive leadership, and cybersecurity teams on priorities Filled with tools, best practices, and strategies, A Leader's Guide to Cybersecurity will help boards navigate this seemingly daunting but extremely necessary transition.
The Risk Management Handbook offers readers knowledge of current best practice and cutting-edge insights into new developments within risk management. Risk management is dynamic, with new risks continually being identified and risk techniques being adapted to new challenges. Drawing together leading voices from the major risk management application areas, such as political, supply chain, cybersecurity, ESG and climate change risk, this edited collection showcases best practice in each discipline and provides a comprehensive survey of the field as a whole. This second edition has been updated throughout to reflect the latest developments in the industry. It incorporates content on updated and new standards such as ISO 31000, MOR and ISO 14000. It also offers brand new chapters on ESG risk management, legal risk management, cyber risk management, climate change risk management and financial risk management. Whether you are a risk professional wanting to stay abreast of your field, a student seeking a broad and up-to-date introduction to risk, or a business leader wanting to get to grips with the risks that face your business, this book will provide expert guidance.
'A very valuable resource for busy leaders to dip in and out of as time allows.' - Dr Mark Pegg, Chief Executive, Leadership Foundation for Higher Education 'Clear and concise with great anecdotes and oozing with experience.' -Dr K. D. Akabusi, MBE, MA, FPSA, Executive Director, The Akabusi Company Coaching, motivating, team building and influencing are all essential tools for getting the most out of the people around you. Commonly described as ‘soft skills’, there’s nothing soft about the impact they will have on your business performance. This book is your toolkit for managing yourself, facilitating team performance and surviving and thriving in times of change. Step up your management skills now to get the business results you need.