Yesterday was a Good day. That’s because I was fortunate to spend lunch time with Henry Good, principal of Global SIRC and veteran risk management professional. I was acquainted with Henry when he sent me a note via my website regarding an article I’d written.

His timing couldn’t have been better. I was researching an article for the RIMSRisk Management publication on the loss of knowledge in the industry as veteran risk managers retire. Henry’s input was instrumental in making Brain Drain a successful, insightful article.

Some of the things we discussed included the very nature of that article — the lack of training, or even of any awareness by the C-suite that training of new risk management personnel was even necessary. Henry is concerned also about the role risk managers fail to take. “They’re afraid to stick their necks out,” he says. Thus, brokers tend to drive the risk management process within the organization.

That’s a reality that happens among too many companies these days. Brokers certainly should have some input into risk management processes, but when that input has risk managers fearing for their jobs, who’s really steering the company’s overall safety?

So that’s the question I pose to you:

How much control does your broker have over your risk management process? Is that control welcome?

Brokers, why do you feel it’s essential to have such a strong voice within an organization? What do you offer to the risk management team that can improve their outcomes?

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