Leaders in risk and control functions face a unique set of challenges – we must be curious and challenge, hold the organisation to account, and raise the issues that really matter. At the same time, we understand that to really make a difference to our organisations we must act with diplomacy, empathy and grace, understanding the pressures individuals experience, and the pride they have in their roles, teams and functions.

At the latest Women in Risk and Control event for female leaders it was clear there is significant commonality in the challenges individuals face and in our desire to really optimise the value our teams deliver whilst remaining true to our values. Its not that we are less confident, but we are more prepared than many of our male colleagues to express our vulnerabilities.

Gender characteristics are layered alongside the common traits that all second and third line individuals experience. Whilst we bring deep expertise in our fields of risk, control, assurance and governance, we are often younger than the individuals whose work we are evaluating and assessing. We may not have forged an operational career in the technical areas of the business that managers are working in and we may have spent less time within the company. We have to invest in ourselves and have the courage to be confident in our interactions. At the same time it’s important to avoid anticipating the reactions we will get from key stakeholders – our imagined worst case scenario rarely occurs.

The women reported that courage is most frequently needed when there is organisational change. Change is hard for most people. There is a natural desire to resist it and to want to work in the way that has always made them successful. Our role is to call out when this creates tensions and when this undermines the potential success of programmes and initiatives. We are required to explore unintended consequences and risks, often making observations on individuals’ behaviours. And we have to express our views clearly and with impact.

Working with Caroline Pankhurst of the BeBraver Collective, we created a framework to enable leaders to really have maximise impact, whilst maintaining their personal resilience. The framework is centred on four key pillars:

Clarity: aligning your values with the organisation’s purpose and focussing on the right outcomes

Confidence: in the value and insight you bring, even when others may seek to undermine you

Connections: using personal and professional relationships to drive you forward

Courage: in speaking out and taking personal risk

Second and third line leaders can often feel isolated in their own organisations. Our roles are unique, and this has become more pronounced in an environment of remote or hybrid working. Creating a safe space to discuss the challenges is critical and having a peer group of other leaders to share experiences with provides much needed perspective. The connections we make enable us to make courageous choices and to have a greater voice. And we rarely regret the decisions we do make to be brave – regret lasts longer when those opportunities are lost.