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Mcsey
&company
Risk&ResiliencePractice
Thesixhabitsof
highlysuccessfulchiefriskofficers
OurinterviewswithtopCROsrevealpracticesriskleadersatfinancial
institutionscanusetoexpandtheirinfluenceandbuildgreaterresilienceintheirorganizationsamidunrelentingchange.
byIdaKristensen,MarcChiapolino,MaríadelMarMartínez,andRiteshJain
December2024
Injustthepastfewyears,aseriesof
unprecedentedandfast-movingthreatshave
disruptedorganizations.Howcompanies,
particularlyfinancialinstitutions,respondto
thesecomplexriskshasprofoundimplications.
TheCOVID-19pandemicwreakedhavoconcredit
models,andsocialmediahasplayedaleading
roleinacceleratingbankrunstorealtime.Thelatterexposedasystemicriskthathasrequiredbankstorethinktheirliquidityandinterestratemodels.
Noonefeelsthesechangesmorethanthechiefriskofficers(CROs)atfinancialinstitutions.Traditionally,theseCROsfocusondealingwithfinancialrisk
andlimitingcreditandmarketlosses—bothcritical
forkeepinginstitutionssafeforcustomersandthe
economyatlarge.Butovertime,aneweraemergedinwhichCROsfacedgreaternonfinancialriskamidpressuretoboostthebottomline.Today’sevolving
riskenvironmentonceagainputsnewpressuresandrequirementsonCROs.
Tobesuccessfulthesedays,CROsneedtoexert
moreinfluenceandmanagemorerisk.Theyneedtodosoamidmountingscrutinyfromsupervisorswhilebuildingthebusiness.Mostimportant,theyneedtoembedfuture-readyresilienceintheirinstitutions.
AsRichardTreagus,CROofOldMutualLimitedtoldus,resiliencehasbecometheNorthStarguidingtheCROofficeandleadershipsuite:“We[asCROs]reallyneedtodemonstratethatorganizationalresilienceisrespected,healthy,andahighpriority.”
TounderstandjusthowmuchtheCROrole
ischangingandwhichmindsets,skills,and
bestpracticesarenowrequiredforexcellentriskleadership,McKinseyconductedin-depth
interviewsandsurveyedmorethan30currentandformerCROsofmajorfinancialinstitutionsworldwide;eachoftheseindividualshasspentatleastfiveyearsintherole.
Throughthesediscussionsandourowninsights,weidentifiedsixessentialhabitsofsuccessful
CROstoday:
1.Theyareexplicitabouttheirriskand
resiliencepurposeandvisionandchampionarisk-awareculture.
2.Theyinvestin,empower,andcreatethenextgenerationofrisk–andother–leaders.
3.TheyleadbeyondriskbyengagingdeeplywithotherC-suiteleadersandtheboardtoaccomplishbusiness,resilience,and
riskobjectives.
4.Theytreatsupervisorsaspartnersandarefullytransparent.
5.TheyfocusonwhatonlytheCROcando
byintegratinginsightsacrosstheorganizationtoanticipatefuturethreatsandstrengthen
resilience.
6.Theycontinuallymonitortheirpersonal
effectivenessandtakestepstomanagetime.
Manyofthesehabitsmayseemfamiliar,buthowwellCROsutilizethemvaries.CROstoldusthey
shouldbeappliedacrossalldecisions.Indeed,
CROswhofollowthesehabitsaremorelikelythantheirpeerstomanageriskmoreeffectivelyand
embedresilienceintheorganizationstheylead.
‘We[asCROs]reallyneedtodemonstratethatorganizationalresilienceis
respected,healthy,andahighpriority.’
–RichardTreagus
CRO,OldMutualLimited
Thesixhabitsofhighlysuccessfulchiefriskofficers2
Habit1:Beexplicitabouttheriskandresiliencepurposeandvisionandchampionarisk-awareculture
Giventheexpandingscopeofpotentialrisks,nowmorethanever,employeesinfinancialinstitutions’riskfunctionsneedaNorthStar.Thisguiding
principleisanunderstandingoftheorganization’slong-termvision,mission,andobjectivesrelatingtoriskandresilience—andariskculturetomatch.ThemosteffectiveCROsrelentlesslypursuetheNorthStarandcontinuallyevaluatewhetheran
organizationisfollowingitornot.
TodevelopthisNorthStar,CROswillneedtothinkbeyondregulatorycomplianceandsafeguardingthebank.Whilebothremainessential,theyarenolongersufficientasthefocusfortheriskfunction.
AgoodfirststepforCROsistoreflectonthe
followingquestions:Whatisthecompany’s
overarchingstrategy?Howdoesourorganizationdifferentiateitselfthroughourbusinessmodel?Whatareasaremostimportanttous?Whatdoourstakeholderscaremostabout?Whatdoes
successlooklike?ACROwhoregularlyhelpstheriskorganizationanswerthesequestionscansignificantlyboostinstitutionalawarenessandengagement.
ForsomeCROs,theNorthStarisarticulatedina
missionstatement.Oneriskteamused360-degreefeedbackfromC-suiteleaders,businessleads,andtheriskteamtocomeupwithone.AnotherCRO
toldushisorganizationintentionallyseparated
itsmissionstatementintothreesections:toset
standardsforthewholeorganization,topartner
withtheboardandtheCEOtomaximizethereturnoncapitalinvestedinresources,andtomeet
regulatoryandexternalstandards(includingfor
shareholdersandcommunitiesserved).StillanotherCROreportedthattheirinstitution’srallyingcrycanbesummedupinoneword:trust.Everythingthey
domustreinforcecustomers’andemployees’trustintheinstitution.
Gettingbuy-inonthevaluepropositioncanyieldbenefitstoariskfunction.AveteranCROwe
spokewithsaidaligningvalueswithmanagement,
shareholders,andthecommunitiesthebankserves
notonlydemystifiesriskandprovidesgreater
understandingbutalsohelpstoprovideamarginforerror.Stakeholderswill“giveyoualotoflatitudetomakemistakes,tomanagethroughdifficulttimes,
iftheyseethatyourvaluesandtheirvaluesarealigned,”hesaid.
Withthevisioninplace,CROscanchampionriskcultureacrosstheorganizationandfosterarisk-awarecultureinlinewiththeirpurposeandvision.AsFrankRoncey,CROofBNPParibas,explained,“Oneofmyprimaryfocusesistopreservetheriskcultureofthebank,whichhasservedusquite
wellsofar.Thisdoesn’tmeanwearenecessarilyconservative;itmeanswearedisciplined,
demanding,andthorough.”Ronceyconsiders
himself“guardianofthetemple,”andhischairmanseestheriskteamas“angelsofthebank.”
“Amongotherthings,”Ronceysaid,“Iamtaskedtoensurethatthiscultureiskeptacrossgenerations.Thisisdonethroughstrong,principles-based
riskdecisionmakingatthehighestlevelofthe
organizationandthroughclearcommunication
aboutthedecisions,drawingandsharinglessons
fromriskeventsorourmistakes,andexplainingourdecisionstoyoungercolleagues.”
OneCROwouldencouragetransparencyandtimelyescalationbylettinghisteamknowthat“ifyoutell
meaboutariskissueandthatissuesubsequently
blowsup,thenthat’smyproblem.Ifyoudon’ttellme,thenit’syourproblem.”
Establishingamission,vision,andriskculture
won’thappenovernight;norisiteasy.OneCRO
describeditasa“culturaljourney”inwhichriskandresilienceprinciplesslowlypermeateintoalllevelsoftheorganization.LorieRupp,whohasbeenthe
CROatFirstCitizensBancSharessince2017,usedacreativewaytochampionriskculture.“WefoundapictureofoneofthetellerstationsinSmithfield
wheretheyhadbarsonthetellerwindows.That
wasriskmanagementbackin1898.Wehavebeenmanagingriskasacompanysincethebeginningoftime.ThenIstartedtellingthatstoryandeverybodyinvitedmetodothatwiththeirteams.Itbecamea
littlebitofaroadshowtomakethepointthatriskmanagementiswhatwedoeveryday.”
Thesixhabitsofhighlysuccessfulchiefriskofficers3
Havingmergedriskintotheorganization’s
vision—andcontinuallynurturingit—CROshave
elevatedtheirrole.It’smovedfromtraditionalrisk
managementtooneinwhicharesilientculturefuelsand,inmanyways,leadsgrowth.Butthischange
doesn’thappenwithoutateambuilttomeettoday’sunprecedentedchanges.
Habit2:Investin,empower,andcreatethenextgenerationof
risk–andother–leaders
Thedemandsofmanagingintoday’sincreasingly
complexriskenvironmentrequireCROstobuilda
benchthatmeetsthemoment.That’swhyCROs
createthenextgenerationofriskleaders—and,
ultimately,theorganization.Theydosobybuildingadiverseteam,delegatingtoandempoweringtheteam,andplanningforleadershipdevelopmentandsuccessionfromthebeginning.
TheCROstoldusthatthemostcriticalaspectofdiversityisdiversityofthinking.Achieving
thisinvolvescombiningdifferentbackgrounds,experiences,andskillsets.
CROsalsosaidthatasnontraditionalprofessionalslearnrisk,theybringtheirexperienceandpoint
ofviewonboard.Manyleaderspurposelyshift
workersinandoutofriskandbetweenthefirstandsecondlinesofdefense.Indoingso,theygaina
broaderperspectivewhilemakingexternaltalent
attractioneasier.Roleshiftsneedtohappeninsidetheriskfunctionaswell.Thesameprincipleappliestogeography.Byrotatingriskprofessionalsarounditsgeographicfootprint,anorganizationcreates
opportunitiesforteammemberstoshareinsightsandaddsaboots-on-the-groundperspectivewhilealsoreinforcingtheriskculture.
Anotheressentialcomponentofbuildingafuture-
ready,resilientriskteamisdirectlyinvestinginthem.CROstoldustheyspendanaverageof34percent
oftheirtimewithmembersoftheriskfunction.Inthisway,theygettoknowateam’sstrengthsandweaknessesanditsnaturalleaders.
ForMaheshAditya,CROatSantanderGroup,
stayingclosetoleadersinhisorganizationduringa
crisisprovidesimportantinsights.Adityasaidthat
instabletimesleadersoftenseemstrong,butin
acrisis,someshowweaknessandindecisiveness.
“Dotheyinstinctivelyleadorlookforsomeoneto
blame...forme,thisisthefirsttruetestofaleader,”hesaid.
It’saprocessoflearninganddevelopment.ManyCROstoldustheyconsistentlycheckinwiththeirpeopletogivefeedback.Theywantemployeestonotjustacceptfeedbackbutaskforit.SuccessfulCROsmodelthisbehaviorbyaskingforfeedbackthemselves.“Thatsetsatoneofdeliberate
vulnerabilityandbeingopentogrowth,andthat
makesitOKforotherpeopletodothesame,”saidaformerCRO.
Or,asformerAllyFinancialCROJasonSchugelputsit,“Wehavesomeuncomfortableconversations[asaleadershipteam].That’sOK.Butifwedon’thave
thoseconversations,wewon’tgetanybetter.”
CROsculltopperformersamongjuniorrisk
professionals.Theypreparethemforfuture
growthandcareerelevationwithinoroutside
theriskorganization.Day-to-day,thiscanincludeshowcasingthemwithanorganization’sexecutive
team,businessleaders,and,insomecases,theboard.
AswithotherC-suiteroles,meetings,dinners,andothereventsareplaceswhereCROsintroducethenextwaveoftalent.CROsallowtheirtoppeopletoshine,present,andanswerquestions.Forinstance,BrianLeachinitiatedtheWomeninRiskprogramatCitigroup.Itaimstoelevatewomenthroughtrainingandaddedvisibility,preparingthemforsenior
leadershiprolesinriskandbeyond.
Handingofftojuniorteammemberscanbea
tallorderformanyCROswhofeeltheweight
ofresponsibility,butasformerGoldmanSachsCROCraigBrodericksaid,“Youdon’twantto
bedefensiveofyourownposition;if[juniorriskpartners]aresuccessful,you’llbesuccessful.”Headds,“ACROshouldn’tbeinsecureinthatregard.Forasuccessfulorganizationanda
successfulperson,there’smorethanenoughcredittogoaround.”
Thesixhabitsofhighlysuccessfulchiefriskofficers4
Inadditiontobuildingatopteamofrisk
professionals,thegoalofdevelopingtalentistoproduceafutureCRO.It’snotunusualforaCROtothinkaboutsuccessionplanningontheirfirstdayonthejob.Atthestart,theremaynotbeanobviouscandidateorfront-runner,andonemaynotimmediatelyemerge.YetaCROcannurturecandidatesbysharinginsightsandbuilding
personalrelationshipswiththeriskteam.
Ultimately,thesemovespayoffbygivingleaderstheabilitytodelegatewhennecessary.Topperformerstakecenterstageandaremorepreparedfor
succession.AmajorpartofthattrainingwillalsoincludelearningahabitthatiscriticaltoCRO
excellencetoday:buildingdeeperandmore
influentialrelationshipswiththeC-suiteandboard.
Habit3:Leadbeyondriskby
engagingdeeplywiththeexecutiveteamandboardtoaccomplish
riskandbusinessobjectives
Today’sleadingCROsdon’tsimplyinformtheboardandtheCEO;theybecomeavitalmemberofthe
executiveteamandatrustedadvisertotheboard.
They’vebuiltadeeperrelationshipthatkeeps
riskandresiliencesyncedwiththeorganization’soverallmission.Theycommunicateearlyandoftenandgeneratedebate,whichensuresthereare
nosurprises.
Inrelationshipbuilding,successfulCROsareclosetotheboardandexecutiveteamsonothingcomesasashock.CROswhoseethemselvesasbusinessdriversintheirinstitutionsareespeciallyadeptat
this.CROstoldustheyspendupto56percentof
theirtimewiththeexecutiveteamandboard.Thoseinteractionsgofarbeyondformalmeetings.SomeCROshaveinformaltalkswiththeCEOeveryday.
Theyalsotalktotheboardriskcommitteeoften,sometimesmeetingmorethanonceamonth.
CEOsandboardsalwayswelcomegoodnews.ButCROshaveanobligationtodeliveruncomfortablenewswhenneeded.Havinganongoingdialoguemakesharddiscussionseasierandfortifiesthe
principleof“nosurprises.”
Relationshipbuilding,ofcourse,requires
adaptingthelanguageofriskandresiliencetothe
languageofboardmembers.Becauseofdiverse
backgrounds,someontheboardmaynotbefluentinthetechnicaldialectofriskmanagement.SomeCROsseethemselvesastranslatorsfortherest
oftheorganization.Theyusebusiness-focused
wordinginsteadoftheriskjargonthattheirteamssometimesuse.
Beingabletocrossovereffortlesslyintobusinessgoesbeyondwords.Today,CROsaremore
engagedwithbusinessdecisionmaking,including
regardingstrategy,products,markets,and
M&A.Theyunderstandrevenuegenerationandstrategicpriorities.
OneCROholdsregular“teatime”withthe
organization’schiefinformationofficer(CIO).Thesetalkshelpthembothunderstandtheorganization’stechnologyandinformationpriorities,aswellastheriskimplications.
AssomeCROsputit,conversationsaren’talwaysandshouldn’talwaysbeaboutrisk.Talkingaboutawidevarietyofissues—orwhatabusinessleadercaresabout—helpsavoidan“usversusthem”
mindsetastheCROdemonstratesstronginterestinbusinessdevelopment.
Oneofthemarkersofeffectiveengagement,
saidoneCRO,is“beingcalledintotheroomwhen
youdon’tneedtobethereandbeingaskedtobe
involvedincraftingabusinesscaseondayone,
insteadofhavingithandedtoyouforlimitapprovalswhenitisfullybakedsixmonthslater.Successas
aCROiswheninsteadofhavingtomakeoutboundcallstogetinformationandmakethingshappen,
youreceiveinboundcalls.”
Thegoalistocreaterelationshipsthatallowforhonestdiscussionandavoidleadersviewing
challengeascriticism.“You’regoingtotakerisks,
andyou’regoingtomakemistakes,”Brodericksaid.“That’sperfectlyfinesolongasthedistribution
ofthosemistakesandthecompositionofthosemistakesorlosses…fallwithinparametersand
Thesixhabitsofhighlysuccessfulchiefriskofficers5
withinaspectrumthatyouclearlyidentifytothe
respectiveconstituentasbeingpossibleoutcomes.”
Familiarity,trust,openness,andunderstandingarewaysinwhichCROshavereshapedtheir
roletomakeanorganizationmoreresilient.Yetthesequalitiesaren’tlimitedtotheorganization.Theyareneededtoshiftrelationshipswith
supervisorsandregulatorsintocollaborationsthatbenefitbothsides.
Habit4:Treatsupervisorsas
partners,andbefullytransparent
JustasCROsneedtounderstandandinfluence
theleadersintheC-suiteandboardroom,CROsshouldestablishsuccessfulworkingrelationshipswithsupervisors.Theyshouldfindacommon
groundwithsupervisorsandtrytounderstand
theirperspectives,motivations,andwhatmakesthemsuccessful.Theyshouldalsobetransparentandproactiveindiscussingbothgoodandbad
developments.
Akeytobuildingaconstructiverelationship
isinternalizingthesupervisor’sprioritiesand
understandingwhatproblemthesupervisorsintendtosolve.
OneCROtoldustheybegineveryconversationwithasupervisorassumingtheyhaveadifferentview.Supervisorsworryabouttheirjobs,too.
SoCROsshouldbeginbytryingtounderstandandsupporttheprioritiesoftheirsupervisorycounterparts.
Amindsetofcollaborationisessential.SuccessfulCROsmeetoftenwithsupervisorsandopenly
discusswhat’shappeningintheirbusiness.Similartothehabitofengagingtheexecutiveteamand
CEO,CROsshouldaimtoavoidsurpriseswiththeirsupervisors.It’snotuncommonamongCROstodaytothinkofsupervisorsasadvisersonsometopics.
“Theimportantthingforanyofusistotaketimetounderstandwhattheregulatoristryingtoachieve,”saidNationalAustraliaBank’s(NAB’s)Shaun
Dooley.“Weneedtoseethemaspartners,not
adversaries,andtakearelationshipmanagement
approachwiththem.Wehaveanactiverelationship-planningmindsetinternallyinthewayweengage
withregulators.”AnotherCROsaid“Youneedtobetransparentandcollaborative,orelseinthelong-
termyoulose,”adding,“Weareverychallenging
withsupervisors,butneveraggressive…wetrytoanticipatetheirrequests,wecomeveryprepared,withalotofdataandfactstodefendourposition.Forthisreason,[supervisors]respectus.”
SomeCROsemphasizetheirabilitytoinfluencerulemakingandpolicywhenrelationshipsarestrong
andtrustisestablished.TrustenablessupervisorstoleanonCROsforguidance.Afterall,CROsareclosertothecommunitiesthatsupervisorsare
seekingtokeepsafe.
FosteringstrongerrelationshipswithsupervisorsandregulatorsisonewayaCROcanbringauniqueskillsetandvaluetoanorganization.Butthere’s
morethataCROisespeciallysuitedtodo,andthemostsuccessfulmakeahabitofit.
Habit5:Focusonwhatonly
theCROcandobyintegratinginsightsacrosstheorganization
Insidetheorganization,successfulCROsseethreeuniqueleverstheycanusetohelptheirinstitutionssucceed.First,theyhaveadistinctivevantagepoint,grantingthemvisibilityandaccesstodetailsacrosstheentireorganizationaswellastoexternaltrends.Itprovidesthemwithanindependentviewoncross-cuttingissueswiththegreatestriskandresilience
implications.Second,theycanaffordtotakea
longer-termvisionandbuildresilienceforfuture
events.Finally,theyaretheonesmanagingthe
deploymentofresourcesagainstrisksthatthreatentheinstitution.
SuccessfulCROswhoengageinHabit1—being
explicitabouttheirfunction’spurposeandvision—havealreadyinfusedriskandresilienceintothe
organization.Inturn,thebusiness,whenguidedby
theriskfunction,isalwaysworkingtostrengthenitsresiliencetomakesureitisreadyforany
disruptions.
Thesixhabitsofhighlysuccessfulchiefriskofficers6
‘It’smyaccountabilityatthetopof
thehousetohavemyownindependent,supported-by-factsanalysis.[It’smy
responsibilitytoofferan]extreme
amountofrigoranddatatogivemy
ownpersonal,independentviewof
howwe’reoperatingwithinorwithoutourriskappetite.I’mtheonlyone
whocandothat.’
–LorieRupp
CRO,FirstCitizensBancShares
Sinceriskcanbeunpredictableinnatureand
timing,CROsneedtobuildcapabilitiestoprepare
theinstitutionforfuturecrisesthatareatleast
partiallyunknown.Theydosobylearningfromtheirorganizations’responsestopreviouscriseswhile
alwayslookingaheadforthenextpotentialcrisis.Theyarereadytousethoselessonsnotonlyto
reducerisksbutalsotofindopportunitiesthathelptheirinstitutions’businessgoals.
Leadersandtheboardmaybeinfluencedbyshort-termgoalsandpressurefrominvestors.Butthe
CROisinaspecial—ifnoteasy—positiontohelpanorganizationfindbalance.AsSadiaRicke,group
CROatStandardChartered,putit:aCROneedstohavedeveloped“influenceandgravitas”toremindleadersofthemedium-andlong-termimpactof
short-termdecisions.Shesaid,“Youmay,attimes,notbethemostlikedpersonintheroom,soyou
needtobepreparedforthisandbecourageous
nonetheless.”WestpacCRORyanZaninsaid,“Eveninacrisis,mydemeanoriscalm.Thatdoesn’tmeanIdon’thaveanxietyorconcernsaboutthings.ButIthinkslowingthingsdowninitiallytofigureoutwhatarethethreethingsthatwemustdorightaway,andthenwhatarethethingsthatcanwaituntillater,canenableyoutorunfasterwithconfidence.”
‘Youmay,attimes,notbethemostlikedpersonintheroom,soyouneedto
bepreparedforthisandbecourageousnonetheless.’
–SadiaRicke
GroupCRO,StandardChartered
Thesixhabitsofhighlysuccessfulchiefriskofficers7
JustassuccessfulCROsmakeahabitof
findingtherightbalanceoftheirtimetogivetocurrentandpotentialissues,theyalsoneed
tomanageorganizationalresourceswiththesamejudiciousapproach.
“Thethingsthatshouldcometomearethe
reallybigresourceallocationdecisionsormajor
complexorlargeexposureissuesorstrategyfor
theorganization,”saidDavidKimm,formerCROofR&TDepositSolutions.“ThosearetheonesIoughttobeseeing,andmyorganizationbetterworry
abouttherest.”
CostsandbudgetsmayforceCROsintotough
choicesregardingresourcemanagement.For
NAB’sDooley,reallocatingresourcescanrunafoulofamoretraditionalapproachsuchasadding
workerstosolveaproblem.“Myroleistoactually
say,‘Youknowwhat?I’mgoingtodisinvestinthis
partoftheriskfunctionbecausewe’regoingto
automate,andwe’regoingtoinvesthere.Andyouallmightnotseethatasthemostimportantpriority,butIdo,andhere’swhy.’”
ThehabitofembracingwhatonlyaCROcando
meansusingaholisticviewto“seearoundthe
corner”andmaketoughdecisions.CROsneedtolearnfrompastcrises,anticipatethenextcrisis,delegateresponsibilitytoatrustedteam,and
manageresources—andtheirowntime.Given
allthenewresponsibilitiesCROsaretakingon,
theyneedtoemployafinalhabitthatkeepsthembalancedandready.
Habit6:Continuallymonitor
personaleffectivenessandtakestepstomanagetime
SuccessfulCROsalsoreflectontheirown
effectiveness.Theyarerelentlessanddeliberateabouthowtheyspendtheirtime,setgoals,andprioritize.Theymaintainpoisebyidentifying
strategiestomaintainwork–lifebalanceand
theirownlong-termsustainability.TheseCROs
recognizethatrunningariskfunctionisamarathon,withoccasionalsprints.Theyaskforothers’
opinions,regularlymeetingwithindustrypeerswhiledevelopinganinnercircleofcloseadviserstheyusetostaygroundedanduptodate.
ManyCROshighlightedwhattheyseeasaparadoxoftherole.It’soneofthemostinterestingroles
oftheircareer,givenitsbroadcross-cutting
perspectiveontheinstitution.Yetit’soneofthe
mostchallenging,duetothevastrangeofissuestohandleandthevariousdemandsofstakeholders.
HowaCROmanagestheirtimeandresourcesgoesbeyondpersonaleffectiveness.Beingarolemodelisparamount.HowaCRObalancesworkandlife
andsetsboundariesaroundeachisimportanttomotivatingateam—andthemselves.Soinputfromfamilyandfriendsisn’tignored.ManysuccessfulCROshavewhattheycalla“circleoftrust”that
allowsforhonestfeedback.
Thisincludespeopleinsidetheorganizationwho
feelfreetodiscussaCRO’sperformance,aswellasoutsidevoices.CROssaythemorevoicesthebetterwhentryingtogaugetheiroveralleffectiveness.
Andyetforallthevalueofcloseadvisers,CROs
needtimealonetoreadandthinkstrategically.
Theyneedtoknowaboutcurrentissues,meet
withpeoplei
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