On Dec 20, 2021
Some people view business governance and risk management in terms of strong documents backed by strong processes:
- A strong-document example – a well-vetted employment contract.
- A strong-process example – a well-engineered ISO system of operation.
While there is no question strong documents and strong processes contain potential value, when you consider them ‘in isolation’ you can readily see they do nothing but sit on shelves or in the soft files on hard drives. I mean, when you get right down to it they are pieces of process that do not amount to anything until they find themselves in good places in human minds and human hands.
Since human hands accomplish little without the backing of and full support from human minds, it is important to focus on the good places in human minds and human hearts.
How would you describe those good places?
In a word – Relationships.
Strong relationships bring out the best in people.
And strong relationships are built on trust.
Strong documents and strong processes do not confirm strong relationships because, generally, they are not founded on trust. Rather, strong documents and strong process are attempts to cover human shortcomings. When you get right down to the bottom of them, most documents and processes tend to be founded on negative thinking…including mindsets of distrust.
In theory – strong documents and strong processes provide good governance and reduce business risk.
In reality – strong relationships reduce business risk.