Leadership can be one of the most rewarding yet complex roles in any organisation. However, when the right conditions and support aren’t in place, even well-intentioned leaders can struggle, with far-reaching consequences for themselves and their teams.
Using Unearth’s System4Risk (S4R), we’ll take a high-level look at Tim’s story. This framework doesn’t just reveal leadership risks; it provides organisations with a tool to identify and mitigate risks in leadership, strategy, and operations before they escalate.
By focusing on three interconnected layers, S4R reveals both risks to people and risks by people, helping organisations build safer, more engaged environments:
At the heart of S4R lies a simple truth: people are both your greatest asset and your greatest risk. Tim entered a leadership role at InnovaNet Solutions (INS) full of ambition, believing that his previous successes would translate to this new environment. Unfortunately, this role demanded more hands-on leadership than he was prepared or skilled for.
Without suitable support or self-awareness, Tim’s leadership style triggered disengagement in his team, and eventually, in himself.
The Risk Lens sharpens our understanding by categorising risks in two ways: risk to a person and risk by a person.
The Risk Lens sharpens our understanding by categorising risks in two ways: risk to a person and risk by a person.
Risk to Tim
Tim faced significant risks in his role:
These risks contributed to Tim’s disengagement, undermining his ability to lead effectively.
Risk by Tim
Tim’s behaviours, shaped by his stress and lack of adaptability, created risks for the organisation:
These risks culminated in a toxic work environment, resignations, and ultimately, Tim’s abrupt departure.
The Risk Model helps us take a holistic view of Tim’s journey by examining four key components: Predisposition, Stressors, Triggers, and Onset.
Tim’s life journey and experiences shaped his leadership mindset:
This predisposition left Tim unprepared to lead a developing team in a high-pressure environment.
Stressors are environmental factors that add pressure to a person. For Tim, these included:
These compounding stressors pushed Tim closer to his breaking point.
Triggers are events that heighten stress and can provoke significant behavioural shifts. Tim experienced several key triggers:
Onset occurs when a trigger leads to observable or concealed changes in behaviour. For Tim, these included:
These behavioural changes marked the point where risk to Tim became risk by Tim, creating a downward spiral for both himself and the organisation.
Tim’s story is not unique. Many organisations face similar challenges when promoting leaders without the necessary support or self-awareness. The System for Risk (S4R) offers a powerful lens to uncover (even at the point of interview, promotion, or team planning) and address these dynamics, enabling organisations to build safer, more engaged environments where both people and businesses can thrive.
Ask yourself:
How well does your organisation understand the risks to and by its people? Are you equipping your leaders with the tools they need to adapt and succeed?
It is also worth noting that this is only one type of application at a very simple and high level of S4R. The versatility and power of S4R can be applied in a range of ways.
Learn More
If you’d like to learn more about the System for Risk (S4R)—which forms part of the PROTECT framework—and how it can be effectively applied as a leadership superpower, there are two great ways to get started:
Both resources will equip you with the insights and strategies you need to harness the full potential of people-centred risk management.
Ask yourself:
How well does your organisation understand the risks to and by its people? Are you equipping your leaders with the tools they need to adapt and succeed?
It is also worth noting that this is only one type of application at a very simple and high level of S4R. The versatility and power of S4R can be applied in a range of ways.
"The greatest risk to an organisation isn’t the uncertainty of the external world—it's the disconnection within its people. When leaders understand that risk and opportunity are two sides of the same coin, they unlock the power to build resilient, thriving teams."
Lisa Sisson