Most failures in reputation risk assessment trace back to a conversation someone avoided having. Teams read what their leaders tolerate on this aspect of organisational leadership far more accurately than what their leaders announce. Participants who influence the organisational leadership discipline without directly controlling it will find the content directly usable. Organisations that document reputation risk assessment properly resolve disputes about it far more quickly. Participants gain a realistic view of what the wider organisational leadership agenda costs and what it returns. Discussion is anchored to worked examples of this area of organisational leadership rather than to abstract argument. It treats reputation risk assessment as an operating discipline and equips participants to run it as one. What blocks progress on the organisational leadership capability is usually unclear ownership rather than unclear intent. Participants leave with a plan for this aspect of organisational leadership sized to what their organisation can realistically absorb.
Expected Learning Outcomes
✓
Align the incentives of different functions so reputation risk assessment is not quietly sabotaged.
✓
Integrate reputation risk assessment into existing management routines rather than running it separately.
✓
Sequence improvements to reputation risk assessment so that each step makes the next one easier.
✓
Make decisions on reputation risk assessment at the right speed for the risk involved.
✓
Develop successors capable of running reputation risk assessment without you.
✓
Design a training and briefing approach that sustains competence in reputation risk assessment.
✓
Resolve conflict about reputation risk assessment without leaving residue.
Who Should Attend
✓
Managers with direct responsibility for reputation risk assessment within the management team.
✓
Human resources partners advising leaders on reputation risk assessment.
✓
Founders and owner-managers formalising reputation risk assessment as the organisation grows.
✓
Managers of multi-site operations seeking consistency in reputation risk assessment.
✓
Newly promoted managers taking on reputation risk assessment for the first time.
✓
Board members and non-executives overseeing reputation risk assessment.
Course Modules
Open any module to see its sessions and topics.
01
Reputation risk assessment: influence across functions you do not control
2 sessions · 8 points
Session 1Applying the standard on reputation risk assessment to your best performer
Review a past decision on reputation risk assessment and state honestly what you would change.
Set the decision rights on reputation risk assessment: who decides, who is consulted, who is told.
Set the review interval for reputation risk assessment and who attends.
Write down the assumptions underpinning the approach to reputation risk assessment.
Session 2Showing that reputation risk assessment changed something measurable
Give one piece of specific feedback on reputation risk assessment within the week.
Identify single points of dependency in reputation risk assessment and reduce them.
Reduce the variation in how reputation risk assessment is carried out between teams.
Review whether reputation risk assessment is aligned with the objectives of the management team.
02
Reputation risk assessment: setting direction people can act on
2 sessions · 8 points
Session 1Saying the thing about reputation risk assessment that nobody wants to say
Set escalation thresholds for reputation risk assessment that work out of hours.
Set the review point at which reputation risk assessment will be reconsidered.
Decide the point at which you would escalate reputation risk assessment.
