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the australian farmer
Yet, paradoxically, many individuals and organizations shy away from accepting risk directly. Instead, they often shift it onto others, whether through strategic decision making, contractual clauses, or operational practices. While this may seem like a pragmatic ap- proach to safeguarding interests, it fundamentally undermines accountability, erodes integrity, and ul- timately, jeopardizes sustainable success. Fear of failure is deeply ingrained in human psych- ology. The potential for loss, be it financial, reputa- tional, or emotional makes risk a daunting prospect. As a result, some leaders and organisations prefer to transfer this risk elsewhere, believing that avoiding direct exposure shields them from blame or negative repercussions. This tendency is amplified in complex environments where the stakes are high and the con- sequences of misjudgement are severe. However, this approach fosters a culture of avoid- ance rather than resilience. It shifts responsibility away from decision-makers, creating accountability gaps that can have far-reaching implications. When risk is externalised, the true cost often manifests in diminished trust, compromised integrity, and sys- temic vulnerabilities.
What is my greatest risk? Well, I believe that is the shifting of risk and consequently accountability of decision makers. A consequence of that, is the black and white or absolute in what we did, how we did it or even how we viewed things are moving to more shades of grey than ever before. When you consider leadership and quality leadership through this prism, I believe that some key fundamentals are less affected and remain fundamentally clear as they have ever been. By this I mean that while tolerance, understanding, and individual management are core requirements of any leadership endeavour, the fun- damentals of integrity, authenticity, and quality com- munication remain absolute hallmarks of successful leadership and in fact due to the fast pace of change remain even more critical as ever foundational attrib- utes to any successful leadership. As I alluded to, I’ve been enormously privileged to have experienced leadership across a range of leader- ship roles, locally, domestically, and internationally so in bringing this issue forward, is because it’s a constant present in all I see across the world. In today’s dynamic and interconnected world, the concept of risk has be- come a central concern for leaders across industries.
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