Perhaps the biggest challenge facing an insurance company's enterprise risk manager is how to do the job effectively without being dismissed as a “Gloomy Gus” by their growth-oriented colleagues.
In the dictionary, a Gloomy Gus is defined as a “sourpuss,” someone whose personality is habitually sullen. Each glass placed before him is not just half empty, but bone-dry. We've all probably encountered a Gloomy Gus or two in our lives—including at the office.
However, when it comes to enterprise risk management (ERM), the person in charge cannot afford to be a Gloomy Gus. If they are perceived as someone who only sees the downside of every opportunity, and who discourages innovation and new initiatives out of fear of what could go wrong, their warnings about potential risks are not likely to be taken seriously—if their opinion is sought at all.
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