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WATER & IRRIGATION
Shifting risk is risky business
By Hon. Troy Grant
Quality leadership in managing risk is only going to increase in importance and complexity in this rapidly changing world we live in. How can we do better as a nation at this core skill that affects almost everything we aspire for?
Each of these roles gave me a wonderful insight into leadership roles as they were all different, while sharing some fundamentals and commonalities. Policing was a (Command & Control) structure, Emer- gency management (Co-ordination and Communi- cation), Political (Inspire & Influence), and currently Oversight, Integrity and Regulatory (Accountability and Improvement). Each of these roles has given me a unique vantage point to observe the equally fast changing need for leadership adaptability to move with our changing world while retaining those core elements of Integrity, Authenticity, and Communica- tion in any leadership position. What has become most apparent in my recent roles is a lack of role clarity which leads to a dearth in accountability. As a thought leader, I turn my mind to two questions: ‘What problem am I trying to solve
I was born with a near insatiable need to right a wrong or step up to help where needed for an in- dividual or community. No doubt that trait is how I fell into my varied professional roles. Each of my vocational paths were arrived at not by my own hand but through circumstance or a vision of others not myself. It was my mate who suggested policing as he longed to pursue that role so we could do it together, me less so growing up in a policing family. Another mate encouraged me to follow emergency management on the back of some significant flood- ing events in Western NSW. Politics was because I was recommended and headhunted for the role and Murray Darling Basin oversight and regulation was because the person leaving the role recommended me. In each case there were always wrongs to right and people and communities in need.
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