Louise Howard GAICD eMBA’s Post

*The Vital Role of Leadership in Governance Initiatives* In any organization, governance initiatives are crucial for ensuring compliance, accountability, and overall effectiveness. However, the success of these initiatives hinges significantly on the support and active involvement of leadership. Leaders set the tone from the top, driving a culture of integrity and transparency that permeates throughout the organization. How many times have we seen a Business Continuity Management System (BCMS) program being worked on with honest intent by the GRC team, taken to certification, but not followed through year over year to keep it updated. While the initial creation of the program is essential, its ongoing success depends on consistent leadership oversight. This oversight ensures the program remains effective, ready to respond to any disruptions. Effective governance requires more than just policies and procedures; it needs a commitment from leadership to champion these efforts and model the behaviors they wish to see. When leaders prioritize governance, they not only mitigate risks but also foster trust and confidence among stakeholders. Let's continue to emphasize the importance of leadership in our governance strategies and work towards building robust, ethical organizations. #Leadership #Governance #Integrity #Compliance #CorporateGovernance #LeadershipSupport #BusinessEthics #RiskManagement #OrganizationalCulture #GRC

Dear Top Management, Are we missing a crucial voice at the executive table? 🤔 Why is this transformation essential? While major organizational decisions traditionally flow through GMs, CFOs, and VPs, there's a growing realization: quality and safety can't just be delegated—they must be embodied at the highest level. The Impact: 1) More informed strategic decisions with QHSE leaders at the table 2) Comprehensive risk assessment at the planning stage 3) Stronger alignment between business goals and safety/quality standards 4) Enhanced organizational safety culture from the top down But this integration is a two-way street. For maximum effectiveness: → Top Management commits to QHSE training and understanding → QHSE leaders develop financial acumen and business insight → Both parties align on customer expectations and business drivers True business excellence emerges when safety, quality, and strategic growth are viewed as interconnected, not separate functions. It's time to break down these silos. Quality & HSE are your business partners that owns the highest risk - not just departments ! 👍 #LeadershipDevelopment #QHSE #ExecutiveTraining #SafetyCulture #BusinessExcellence #QualityManagement #RiskManagement

Many companies fail and top professionals are not able to make any great impact in the organisation they work for is because they do not bring / implement original and revolutionary ideas. They copy some one else and try to implement those things to impress and please superiors half heartedly. Until you are not original, you can't succeed. The leaders / senior management professionals try to carry on with the old and outdated ways of doing things as those have been going on in the organisation for ages. They don't want to disturb the processes & systems and take the hard decision to transform even if it takes a short term hit in the company's performance taking into consideration the long term benefits. They fear of taking risk and subsequent consequences if something do not go as intended because the top management is not ready to take a big leap and support & trust the manager incase something goes wrong unintentionally in the process. If senior managers are given a free hand and authority with accountability to take calculated risks to improve the systems and processes going on in the company for a very long time they can do wonders and become effective future leaders. Grooming and hand holding starts at home with the experience and exposure they get. The issue of next in line / succession plan to lead the organisation from the front can be resolved. #organisation #systems #processes #ideas #originality #change #management #risk #initiative #

From whom do managers learn to be managers? The management contract is signed, the name is on the organization chart in the manager position, the manager title is on the business cards, the person is sitting in the manager’s office, at the manager’s table… What’s wrong? Many managers do their work as they think is right to do it, behave as they think is right to behave, and manage as they think is right to manage. Nobody has trained them, nobody has spent the necessary time to teach them, because time must be used to achieve results and company targets. When some problem emerges, they may win a Leadership training, the trendy solution for all the management performance gaps. How do they become managers? The previous managers left, and they get promoted, or they get hired to a position that everybody assumes that they can and must do, without anyone training them. Management development starts with the acknowledgment of individual gaps to cover the actual position and continues with the identification of opportunities for improvements. It is possible to develop managers to higher professional levels, simply by teaching them how to do, how to behave, and how to manage. PROBATUR GROUP operational experts apply a tailor-made approach to management development https://lnkd.in/ePhKe2Ki Each manager is different and requires a personalized approach to learn from who has done the same job for years. For more information contact PROBATUR GROUP at info@probatur-group.com https://lnkd.in/enrJYFcA #management #plantmanagement #operations #operationalexcellence #continuousimprovement

Integrity HSE's clients consistently comment on the favourable return on #investment that they enjoy as a result of our #leadership offerings. These services can range from one-day #workshops to leadership development programmes that are embedded within a clients LMS. Regardless of the duration, a common element within all Integrity HSE leadership programmes is coaching delegates on the #skill to become suitably self-aware. This is a critical aspect of #development, and requires diligent study and consistent practise. One of the techniques we use integrates the exceptional insights of the late great Professor Edward 'Richard' Holmes (1946 - 2011), a British Army (reserve) Brigadier and co-director of Cranfield University's Security and Resilience Group. Professor Holmes thought if a leader could recognised dysfunctional behaviours in themselves, then they could develop self-correcting recovery strategies. With that in mind, he published the ten #diseases of leadership, a list of vulnerabilities/ pitfalls that every current and potential leader should be aware of: Lack of moral #courage: Failing to do the right thing. Opposition can be #loyal: Not recognizing the courage to challenge. Consent and evade: Blindly agreeing with a superior's #plan. ‘You don’t need to know’: Reinforce #authority through information silos. ‘I’ve made up my mind’: Driving a #plan, regardless of new information. Perfect Solution: Delay #decisions due to an insatiable need for information. Equating #quality with rank: Insight is not inextricably linked to rank. ‘I am too busy to win’: Failing to identify and exploit #opportunities. ‘I can do your job too’: Retreating to comfort zones/ micro-managing. Big soldier, cold shadow: Outwardly #successful but creating negativity. Although all ten diseases are relatively easy to spot in others, seeing them in yourself is not (that's where the skill and practise become necessary). The #danger is they go unnoticed and evolve from short-term intrusions to long-term culture-destroying habits. This is likely as recent #workplace research has found only 19% (1 in 5) women and 4% (1 in 25) men exhibited any notable self-awareness. If you would like to find out more about our leadership offerings then contact enquiries@integrityhse.co.uk. #knowledgesharing #professionaldevelopment #humanresources #management #performance

We need to create a policy for that....... What does it say about a manager if every decision requires a policy to guide them? Should someone who relies on a policy for every situation be in a managerial role? Policies are essential in providing structure and guidance, but their purpose is to set boundaries, not replace the need for thoughtful leadership. If we find ourselves needing to create policies for every action, it challenges the very essence of a manager’s role. Managers are not just policy enforcers, they are leaders who must use discretion, critical thinking, and sound judgment to navigate situations effectively. Effective managers lead with integrity, exercise good judgment, and make fair decisions, even when a specific policy does not exist. If an organization equips its managers with the tools, resources, and training to succeed, yet they are unable to make decisions without causing disruptions because a policy is absent, we must ask: what comes next? When this happens, we need to consider a few steps: Training and Development: Are there gaps in the manager’s knowledge or decision-making skills? Additional coaching or leadership training may be required. Accountability: Managers should understand that they are expected to lead with autonomy and accountability, not merely follow rules. Role Evaluation: It might be necessary to assess whether the individual is a good fit for a managerial position if they consistently struggle without policy guidance. Support Systems: We could explore ways to provide managers with ongoing support whether through mentorship, more collaborative decision-making processes, or clearer guidelines without relying entirely on policies. Ultimately, policies are a framework, not a crutch. The ability to make sound decisions within that framework is what defines strong leadership. #LeadershipDevelopment #EffectiveManagement #AutonomyAndAccountability #DecisionMakingSkills #ManagerialExcellence #WorkplacePolicies #LeadershipTraining #SoundJudgment #EmpoweredLeadership #MentorshipAndSupport

September's Monthly Practice for Oversight Activity is Questions & Guidance to help you check in & review your Safety Governance in Practice. #safety #governance #leadership #culture #directors #riskmanagement #Management #ESG #Sustainability

June's Monthly Practice for Oversight Activity is Questions & Guidance to help you check in & Review your Safety Governance in Practice. #safety #governance #leadership #culture #directors #riskmanagement #Management #ESG #Sustainability

March's Monthly Practice for Oversight Activity is Questions & Guidance to help you check in & Review your Safety governance in Practice. #safety #governance #leadership #culture #directors #riskmanagement #Management #ESG #Sustainability

April's Monthly Practice for Oversight Activity is Questions & Guidance to help you check in & Review your Safety Governance in Practice. #safety #governance #leadership #culture #directors #riskmanagement #Management #ESG #Sustainability