Everybody pays a lot of attention to problems but not enough organizations pay attention to risks.

As a trial lawyer and risk consultant, I have worked a lot with both problems and risks and they are essentially the same!

A problem is a risk that has happened and a risk is a problem that has not yet happened.

A cure for a problem often involves the same risk control measures that would have prevented it in the first place.

The worst of problems often end up in my hands as a trial lawyer and I can tell you that they are disruptive, agonizing and focus-robbing crises by the time I see them.  The results are often destructive to an organization and, at the very least they get totally in the way of what an organization is trying to accomplish.

The funny part is that pretty well everyone whom I have helped out with their problems as a lawyer expend additional effort to put preventative measures in place.  The message is clear:  Controlling risks before they become problems is preferable every time.

There is even a better bit of news.  The recipe needed to build defendable control is simple and straight forward.  It can be easily integrated into existing planning and operational structure.

Don’t just manage your risks.  Control them.