General Management and Risk Management

The current talk of risk management as a separate discipline and management function is like earlier imposition of Quality Control (QC) as an overlay on shoddy production management. Risk management is vital, but is integral in the way we marshal our staff, make decisions, then monitor and review and make crucial secondary decisions. New leaders must not assume that hiring experts ensures good decisions. It is only the essential step one. The worst company I worked for had more expertise than the best. The difference was in culture and decision-making processes. Failed feasibility studies, persistent technical factions in a company that cancel each other, heaps of expert consultant reports piled up like a dump of bricks, even great but half-managers in large and small companies cancelling expertise at their disposal, are the worst manifestations. Just daily foul-ups are common even amongst smart people. We miners have made a great industry but are content to drift far below excellence, even where that word is bandied around. All the management literature and management courses will not right the situation û we have been sending budding managers to this good stuff for two generations and the effects are worthwhile but marginal. A few key ideals, ideas and slogans are not the way. These make inspiring books that work about as long as the Christmas spirit does in the real world. What we need is a coachesÆ manual and a standard of the essential package of culture and work processes that make excellence possible and show how to maintain it long term. It has not been written until now because most managers want to remain dilettante amateur managers without the discipline that creates excellence. First, believe excellence is possible and worth any effort; then commit to it.