NU Online News Service, Sept. 14, 11:02 a.m.EDT

While risk managers with traditional skills are still in themajority, a large group of risk managers—40 percent—exhibitnon-traditional characteristics, and are “drivers” and“evangelists,” with more social skills and charm, according to astudy based on profiling methodology.

Because of uncertain times, businesses are increasingly lookingto the risk-management function to help identify critical risks andpropose mitigation strategies to enable sustainable growth,according to the report, “What Makes a Great Risk Manager?” byActive Risk in Herndon, Va.

Organizations are also maturing in their approach to riskmanagement, and risk is gaining a voice at a senior level. Tosupport these increasing demands, the role of risk professionals israpidly evolving, the study finds.

In mid 2011 Active Risk (formerly Strategic Thought Group)commissioned research into the personality traits of risk managers.Phase-one of the commissioned research ran for three months throughmid-2011. The survey was based on the DISC profiling methodology,used to analyze and build teams. It categorizes respondents into arange of personality types with recognized characteristics.

The personality traits commonly associated with risk managersare referred to in the DISC methodology as those of the “ReactiveIntrovert” type, or technicians, viewed as experts with stronganalytical skills, applying logic and caution when dealing withcomplex subjects.

Because Reactive Introverts are not usually “persuasivecommentators,” however, they can lack the delivery skills requiredto gain acceptance or overcome resistance, according to thestudy.

Sixty percent of risk managers were classified as mainlyReactive Introverts, while the remaining 40 percent were classifiedas mainly Proactive Introverts or Proactive Extroverts.

Proactive Introverts, or “drivers” represent individualsdetermined to see a project brought to a successful conclusion,according to the study. Proactive Extroverts, or “evangelists,”possess more social skills and charm.

As a team working across the business, risk managers need to beaware of other personality types in different departments and adapttheir style accordingly so that they can collate accurate riskinformation, drive the take up of a risk culture and communicateeffectively, according to the survey.

The report urges senior management to be clear in what it istrying to achieve through the risk function and build anappropriate team to support this need. What worked in the past maynot be appropriate as an organization's risk maturity increases,the survey finds.

What's more, to retain great risk managers, thought should begiven to establishing a career path with appropriate training, thesurvey suggests. The distinct personality types involved within therisk function will have different needs and diverse careeraspirations.

Traditional Reactive Introverts, or technicians, may be happy tohave a long-term career in the discipline with risk-relatedprofessional training. To make them more effective in theircommunication with the rest of the organization, presentationskills training courses and coaching may be required.

It is unlikely that Proactive Introverts (drivers) and ProactiveExtroverts (evangelists) will be satisfied with training solelyfocused on the risk discipline, however. They may see the riskfunction as providing a career stepping-stone, due to itsinteractions across the whole business and exposure to seniormanagement, according to the study.

To participate in additional phases of the survey, risk managerscan visit the Active Risk website.