Earlier this summer, more than 7,000 runners crossed over the finish line and danced to the beat of Sugar Ray at the Providence Rock 'N' Roll Half Marathon. I was NOT one of them. In one of my first blogs, “Motivation for the Long Distance ERM Race” (in which I likened the roll-out of an enterprise risk management (ERM) program to training for a major sporting goal), I boldly, perhaps foolishly, announced to a virtual world that with proper planning, I would finish that race, “slowly but surely.”

What happened? I started out with the best intentions, but now have to figure out exactly why I did not make my goal. Reviewing my efforts, there are a lot of “lessons learned” from my personal failure as a runner. On a positive note, my race analogy still works. These questions and lessons are equally applicable to a stalled or derailed ERM program. How do we all stay the course, and get back on track once a target has been blown away?

When managing any long-term project, including an ERM program rollout, it is important to debrief, review and re-strategize your priorities. This is particularly critical after facing a major setback. First, ask yourself the hard questions, and answer them as honestly and thoroughly as possible. Involve others who have either participated in the effort to date, or interested third-party observers who may have a fresh perspective on what the facts really were. Ask the following:

• Were you physically ready for the challenge? I had assumed I would be physically up for a half-marathon without really thinking of what a major effort it would be on my body. I chose an aggressive training plan that was tailored for muscles and lungs already accustomed to significant distance. My progress was painfully slow and difficult from the outset, without the right foundation.