If a tree falls in the woods and no one is around to hear it,does it make a noise? This is a philosophical question akin to howmany angels can dance on the head of a pin.

I know the answer to neither question. Do not ask me why, but Ientered college long ago intending to major in philosophy. A friendpleaded with me, asking, “What will you do with a philosophydegree?” Taking Philosophy 101 quickly cured me of that notion,however. I do not know if the deserted tree makes a noise or not. Ido know that I was relieved to be rid of philosophy.

If a risk manager does a great job and nobody knows about it,does it do any good? This question is less philosophical, butcrucial for risk professionals' career survival. It is not enoughto do a good job as a risk manager. It also is necessary to makesure that others, especially key significant others, such asbosses, know that you do a good job.

The tricky part, however, is how to convey this message withoutcoming across as a self-promotional blowhard. How do you toot yourown professional horn without creating resentment and backlash and,inadvertently, becoming a laughingstock?

How much do risk managers and risk management departments investtime and energy marketing themselves to their internal customers?Rarely do risk managers think about this; and that can be a costlymistake.

Shying from the Limelight

Why do risk managers neglect the marketing parts of their jobs?Likely, many reasons are at play. Sheer modesty and aversion tobragging deter some. Risk managers may assume that it is not theirrole to spotlight accomplishments. They avoid standing out, as itoften evokes a human tendency to want to cut others down to size.(Recall the Japanese proverb, “The nail that sticks up getshammered down.”)

Risk managers may think, “If I'm doing a good job, my boss willknow it and I won't need to publicize it.” Many risk managers lookaskance at marketing, having had little or no training in it.Furthermore, many are so busy that they lack time for what they seeas self promotion. For whatever reason, risk managers often fail toprotect or project their own personal brand as Risk ManagementExcellence.

Many CEOs and other upper management executives may see riskmanagement departments as mere cost centers. Risk managers arestaff, not line, employees. Typically, they do not make or deliverthe goods or services that are the organization's reason forexistence. They serve the folks who make or deliver those goods andservices.

Other executives may not understand that, without riskmanagement, the business would come to a screeching halt. They mayhave no concept of the amount of work that a risk manager puts intoprotecting the company from hidden and costly dangers. Nor do theyunderstand how much effort is required to insure that the companyis compliant in the Sarbanes-Oxley era. The tree is falling in thewoods but no one is hearing it.

Corporate Cops?

In fact, many companies may view the risk management departmentas a corporate police force, only needed when the company gets intotrouble. “Uh-oh, here comes the risk management cop, that perpetualnaysayer, to tell us what we can't do!” That is a prevalent andunfortunate stereotype.

Do not blame CEOs for these misconceptions, however. In general,risk managers and risk management departments have done lousy jobsof touting their successes to internal customers. This must change.The first step in the process is to develop a strategic marketingplan for the risk management function.

Begin by identifying unique value propositions. Admittedly, thisis a business buzzword, but everything that the risk managementdepartment does, from addressing employment practice issues toidentifying long-term liabilities, protects the company in someway. Risk managers must highlight and quantify theseaccomplishments to upper management. Value propositions may befinancial, such as saving money, protecting assets, or facilitatinga merger or acquisition. They may be in the realm of intellectualand human capital.

Encourage communication. Peoples' eyes may glaze over from yetanother Power Point presentation, but most people love hearingstories. Most risk managers have dozens of examples of how theirinvolvement either saved the company dollars or helped generaterevenue. It is the risk manager's job to ensure that the departmentgets credit for those successes, particularly in disastersaverted.

Create a capability brochure. Most risk managers are not naturalsalespeople. They do not feel comfortable meeting with thecompany's leadership to showcase accomplishments. A solution tothis uneasiness is to distribute an internal newsletter orbrochure. This can be a guide to the risk management function whichprovides contact information for all of the staff professionals, aswell as areas of expertise. It also may list the appropriatecontact for any given safety, insurance, or risk managementmatter.

Additionally, the brochure can identify the projects andsignificant matters that the risk manager or risk managementdepartment is working on for the coming year. Start small. Do oneannually, then twice a year, and then quarterly. If you getambitious, you can do one monthly. Contribute material to thecorporate web site or Intranet that shows the stewardship aspectsof risk management.

Find internal champions. Every risk management department hasworked successfully with at least one business leader in thecompany. This might be a plant supervisor, a safety manager, or thedirector of human resources. Most of these leaders are willing toexplain to other senior executives how the risk manager or riskmanagement department helped them on projects.

Regularly track accomplishments. Create a computer or hard-copyfile labeled Accomplishments. Keep a running list of jobinitiatives and kudos that you have earned. On an electronic diaryor paper calendar, insert a monthly reminder setting aside acertain day of each month for stepping back and reflecting on whathas been accomplished over the preceding 30 days. In the crush ofday-to-day activities, these accomplishments can easily slip fromconsciousness. Make a concerted and disciplined effort to recordkudos.

Accomplishments to note in the file might include reducingproperty insurance costs by 5 percent, negotiating broader coverageon directors and officers liability, and working with the humanresource manager to improve an employee assistance program. Do notneglect such professional achievements as being elected vicepresident of the local RIMS chapter or completing and passing anARM examination.

As your annual performance appraisal date approaches, make thelist as comprehensive as possible, with substantive accomplishmentsand initiatives that you have achieved over the preceding year.Classify these under broad headings such as Expense Management,Vendor Management, Insurance Coverage Management, SafetyInitiatives, and Professional Development.

Thirty days before your annual performance appraisal, share thelist with your boss, explaining that this is part of yourself-appraisal program and that it might assist in composing theannual performance appraisal. (Most bosses absolutely detest theappraisal exercise and anything that you do to make the job easierfor them may be appreciated.) Such a running list also does nothurt when asking for raises or promotions.

Document Accomplishments

Keeping a running list is a good discipline for another reason.A monthly accomplishment list becomes a useful frame of referencein the event of a job change. Invariably, in interviewing for newopportunities, questions will arise about various projects andinitiatives undertaken, both successes and failures. Keeping arunning inventory of initiatives and accomplishments refreshes thememory and aids in preparation for the job and career transitionsthat seem inevitable nowadays.

Do not see this as bragging or self promotion. Think of it asbuilding a record for what you have accomplished in your job.Ideally, these bullet points should be above and beyond the normalday-to-day activities. They should spotlight accomplishments, notjust efforts.

Excuse me. I thought I just heard a crash. Was it a tree fallingin the woods or someone's risk management career hitting the skids?Develop a flair for marketing risk management accomplishments toensure that it will not be your job or career coming to an abruptstop.

Kevin Quinley CPCU, AIC, ARM, is senior vice president ofMedmarc Insurance Group in Chantilly, Va. He can be reached [email protected].