How to Communicate Risk to the C-Suite and Board
The NC State ERM Initiative released a practical guide for enterprise risk management leaders on how to communicate risk to the C‑suite and board. It outlines four pillars—focusing the message, structuring the process, designing concise materials, and ensuring messages are heard. The guide stresses a single purpose per update, board‑centric question framing, short pre‑reads, a five‑minute summary, and the use of subject‑matter experts for cyber, AI, and talent risks. It also highlights emerging AI analytics and the need for adaptable communication when leadership changes.
Emotional Intelligence Is Essential for ERM Leadership
KeyBank CRO Mo Ramani says emotional intelligence is as vital as analytical skill for modern risk leaders. He argues EQ drives transparent communication, stronger collaboration, and better decision‑making across the enterprise. Ramani also stresses that risk executives must act both...
Strategies to Address Leadership Talent Gaps
Leadership capability is emerging as a critical enterprise‑level risk, according to a new McKinsey thought paper. The study argues traditional development models are insufficient and recommends building a "leadership factory" that continuously produces future‑ready leaders. For CROs and ERM leaders,...
Looking to Olympians for Leadership Principles
The piece links Olympic leadership lessons to enterprise risk management, citing two McKinsey studies on gold‑medalist Alistair Brownlee and CEOs as elite athletes. It distills five principles—persistence amid pushback, strategic time‑blocking, focusing on high‑impact risks, incremental innovation, and adaptability—for chief...