Shifting risk is risky business

I was born with a near insatiable need to right a wrong or step up to help where needed for an individual 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 flooding 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.

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, Emergency management (Co-ordination and Communication), 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 Communication 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 here?’; and ‘What is my greatest risk?’. Well, the problems are many, and consequently in water they are part of the most contested, controversial, complex, and compromised public policy in our Nation, which makes them challenging, not insurmountable but challenging.

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 fundamentals of integrity, authenticity, and quality communication remain absolute hallmarks of successful leadership and in fact due to the fast pace of change remain even more critical as ever foundational attributes to any successful leadership.

As I alluded to, I’ve been enormously privileged to have experienced leadership across a range of leadership 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 become a central concern for leaders across industries. 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 approach to safeguarding interests, it fundamentally undermines accountability, erodes integrity, and ultimately, jeopardizes sustainable success.

Fear of failure is deeply ingrained in human psychology. The potential for loss, be it financial, reputational, 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 consequences of misjudgement are severe.

However, this approach fosters a culture of avoidance 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 systemic vulnerabilities.

A common misconception is that accepting responsibility equates to being a victim of circumstances. In reality, accountable leadership involves owning decisions even difficult ones, without shirking duty. True leaders recognise that accepting risk and managing it transparently are hallmarks of integrity. They understand that vulnerability is not a sign of weakness but a foundation for trust and credibility.

Holding oneself accountable in the face of uncertain outcomes fosters resilience. It encourages proactive risk management, continuous learning, and adaptive strategies all essential qualities in a rapidly changing environment. Conversely, shifting risk undermines these principles and leaves organizations ill-prepared for unforeseen challenges.

In the past, decisions could often be classified as clearly right or wrong, safe or risky. Today, however, the world is less black and white. Every decision exists within a spectrum of grey, influenced by complex variables, shifting landscapes, and unpredictable consequences. Leaders must navigate ambiguity, balancing competing interests and imperfect information.

This complexity makes risk acceptance more nuanced. It requires sophisticated judgment, stakeholder engagement, and a clear understanding of the potential impacts. When decision makers cling to absolutes, they oversimplify reality and may inadvertently increase the risk they seek to avoid.

Advancements in technology have revolutionised how organisations operate, communicate, and compete. While these innovations offer tremendous opportunities, they also introduce new pressures. Leaders are expected to make faster, more informed decisions with access to vast amounts of data. However, this acceleration often comes at the cost of thorough risk assessment.

The heightened pace and transparency enabled by technology can make leaders more vulnerable to shifting risks whether through rapid market changes, cybersecurity threats, or social media scrutiny. The temptation to shift risk onto others such as suppliers, customers, or even regulatory bodies can become a default response in high-pressure situations. Yet, this behaviour exacerbates accountability issues and diminishes organisational integrity.

When risk is delegated or transferred without clear boundaries, accountability becomes diluted. This creates “holes” where responsibility should be. Such gaps can lead to decisions that benefit short-term interests but undermine long-term stability. In industries ranging from finance to healthcare, when key decision-makers evade accountability, the entire system becomes vulnerable to failure.

Furthermore, shifting risk often leads to a reactive rather than proactive culture. Instead of anticipating and managing risks upfront, organisations become adept at deflecting blame, which hampers learning and continuous improvement. Over time, this erodes trust among stakeholder’s, employees, customers, regulators, and the public.

Change is inevitable and often necessary. However, constant change especially without clear accountability or strategic coherence can be destabilising. When organisations or industries face a relentless barrage of shifting goals, regulatory updates, or market disruptions, the lack of a stable framework hampers adaptation.

Effective change management involves transparency, defined roles, and accountability structures that enable stakeholders to adjust without feeling disoriented or unfairly burdened. Without these elements, change becomes chaos, and organisations risk losing their moral compass and operational footing.

Accepting risk is an integral part of growth, innovation, and leadership. The real risk lies not in embracing uncertainty but in avoiding it through shifting and evading responsibility. Leaders must recognise that accountability is not a burden but a cornerstone of integrity and trust.



In a world characterised by grey areas and rapid technological change, the most resilient organisations will be those that accept responsibility for their decisions, manage risks transparently, and foster cultures of accountability and improvement in all they do.