JASVidCast - video webcasts: Recent Episodes
JAS
The power of non-financial incentives. And why 'incentive' is not synonymous with 'money'. A ten minute video webcast.
There are six chapters in the conduct risk dashboard ... this is part 2 of chapter 6 ... INCENTIVES.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
This first video webcast on INCENTIVES sets this driver of behaviour in the context of organisational PURPOSE and Culture.
There are six chapters in the conduct risk dashboard ... this starts chapter 6 ... INCENTIVES.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
This sixth video webcast on upwards communication pulls together the measures we should use to measure safety, inclusion and diversity. It also spells out that this is a dynamic system. You can't deal with safety, inclusion and diversity as separate subjects. They enable each other.
There are six chapters in the conduct risk dashboard ... this adds to chapter 5 ... COMMUNICATION UPWARD.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
The fifth video webcast on the impact of POWER on Diversity, Inclusion and Safety. POWER is exercised well, or it isn’t. If POWER is exercised badly who should step in? What is the impact if no-one steps in? No matter how much diversity you have if POWER is exercised badly you will have no inclusion and no safety.
There are six chapters in the conduct risk dashboard ... this adds to chapter 5 ... COMMUNICATION UPWARD.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
This fourth part brings in the impact of POWER on Diversity, Inclusion and Safety. POWER is exercised well, or not.
I have always said UPWARDS COMMUNICATION is more important than anything else when it comes to Leadership Conduct and Culture. And I thought four parts would do it, but there is a fifth to come. Because we have to think about what can be done about POWER when it is not done well.
There are six chapters in the conduct risk dashboard ... this adds to chapter 5 ... COMMUNICATION UPWARD.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
Having thought I'd finished UPWARDS COMMUNICATION with part 2 I came to realise UPWARDS COMMUNICATIONS won't work if people don't feel included. Yep, so obvious I missed it. This third part covers Diversity, Inclusion and Safety. Because you can't expect people to feel included if they don't feel safe. It also touches on Power which will be fully covered in the next session, part 4, of COMMUNICATIONS UPWARDS.
I have always said UPWARDS COMMUNICATIN is more important than anything else when it comes to Leadership Conduct and Culture. And needing four sessions to cover it pretty much confirms that.
There are six chapters in the conduct risk dashboard ... this adds to chapter 5 ... COMMUNICATION UPWARD.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
The second part of our look at COMMUNICATION UPWARDS. It becomes clear why it is so important. Spotting misconduct is a lot easier when the whole organisation feels safe in speaking up. This session finishes with six metrics to help measure the quality of COMMUNICATION UPWARDS.
There are six chapters in the conduct risk dashboard ... this adds to chapter 5 ... COMMUNICATION UPWARD.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
We start to look at COMMUNICATIONS UPWARDS. Asking why is it so important? This takes in a historical diversion to the Middle Ages and Industrial Revolution. It is the first session that has needed more than one part. In Part 2, to follow, we go on to discuss the conduct risk aspect of COMMUNICATIONS UPWARDS.
There are six chapters in the conduct risk dashboard ... here is chapter 5 ... COMMUNICATIONS UPWARD.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
There are six chapters in the conduct risk dashboard ... here is chapter 14 ... COMMUNICATIONS DOWNWARD. How can we communicate down through the organisation well? The importance of listening and a simple method to test and report all downwards communications.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
There are six chapters in the conduct risk dashboard ... here is chapter 3 ... DECISION MAKING. How can we make the best decisions possible? Who can make decisions? The impact of BIAS and EVENTS and how decisions at the top of an organisation differ from decisions at the bottom.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
There are six chapters in the conduct risk dashboard ... here is chapter 2 ... TRUST. Who should trust who and what how should we measure TRUST.
The programme develops research that went into writing 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
There are six chpaters in the conduct risk dashboard ... here is chpater 1 ... organisational PURPOSE. What it is, what it is not and what we should measure it against.
Also, what is PURPOSE ... !!!
The programme uses research that developed into 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
The design of a conduct risk dashboard has to start from first principles. What is conduct risk, what drives it and how might we measure those drivers. Sets out the two root causes of conduct risk and goes from there.
The programme uses research that developed into 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees:
Ensuring General Wisdom - J A Sutherland - paperback and Kindle
Setting out what a business model is. Showing that financial metrics provide boards with well developed dashboards. Also showing that conduct risk dashboards are far less developed.
The programme uses research that developed into 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees: Ensuring General Wisdom
A different view of the three lines of defense. How it fits with corporate leadership and is the culture of the organisation in action.
The programme uses lectures and presentations that developed into 'Ensuring General Wisdom' a handbook for Executives, Non-Executives and Trustees: Ensuring General Wisdom
A further look at corporate governance. Or, as it is better described, corporate leadership. This episode looks focuse on the relations hip between the Chair and Non-executives and the CEO. What is the difference on the CEO between a strong Chair and NEDs and a weak Chair and NEDs. And, what can be done to strengthen the positive impact strong Chairs and NEDs have.
The programme uses lectures and presentations that developed into 'Ensuring General Wisdom' a handbook for Non-Executives and Trustees: Ensuring General Wisdom
Introducing corporate governance. Or, as it is better described, corporate leadership. This episode looks at the the relationship between executives and non-executives/trustees. What goes wrong and what good looks like.
The programme uses lectures and presentations that developed into 'Ensuring General Wisdom' a handbook for Non-Executives and Trustees: Ensuring General Wisdom
The session builds on a framework for understanding culture. And, the levers that executives and non-executives can use to influence it. This episode looks at the fourth of four drivers of behaviour. That of Incentives. Understanding the difference between extrinsic and intrinsic reward is key. Also, when designing incentives schemes pay attention to what is not rewarded!
The programme uses lectures and presentations that developed into 'Ensuring General Wisdom' a handbook for Non-Executives and Trustees.
This session is the fourth episode of the programme that will roll out during 2020. This session builds on a framework for understanding culture. And, the levers that executives and non-executives can use to influence it. Culture is behaviour. The episode looks at the third of four drivers of behaviour. That of Communication. This session looks at upwards and downwards communication. It reveals why upwards communication is more difficult than downwards communication. It also begs the qquestion why typically less resources go into manageing upwards communication compared to downwards communication.
The programme uses lectures and presentations that developed into 'Ensuring General Wisdom' a handbook for Non-Executives and Trustees.
This session is the third episode of the programme that will roll out during 2020. This session builds on a framework for understanding culture. And, the levers that executives and non-executives can use to influence it. The episode specifically looks at the second of four drivers of behaviour. That of Decision Making.
The programme uses lectures and presentations that developed into 'Ensuring General Wisdom'.
This session describes a framework for understanding culture. And, the levers that executives and non-executives can use to influence it. This session is the second episode of the programme that will roll out during 2020.
The programme uses lectures and presentations that developed into the book 'Ensuring General Wisdom'.
This session is the first episode of the programme that will roll out during 2020. Leadership, Culture and Conduct are ambiguous words, this session demystifies them answering two questions:
What is the one word that sums up leaderrship and, what is the one word that sums up culture? How also do you define conduct and why is conduct the product of leadership and culture?
The overall programme is built from the lecture notes and presentations that developed into 'Ensuring General Wisdom'.
What to consider as lock down is eased. Whether your business can only work on site face to face or whether it can work from home easily.
A description of what causes banks (and building societies and credit unions) to go bust.
Looked at through the balance sheet but without a number in sight!
This primer assumes little or no financial knowledge.