In the small Leicestershire recreational cricket club I help out as a Committee Member, there are clear and obvious decisions that need taking but the consequences are often personal and complex to manage. The same is true in many businesses, large and small, who hire me to advise them on profitable growth decisions. “Courage” is often an overlooked and misunderstood attribute. Not so much in taking a decision but leading and managing the consequences through to a safer and more sustainable future.

There is a fine line between “recklessness”, on one end of the risk-taking spectrum, and “inertia” on the other. That is why I observe it is essential anyone involved in effective risk-taking decisions must have “skin in the game” (time, money, energy, repute etc), and the appropriate level of courage alongside talent and judgement.

If that is not evident then they should be nowhere near the decision-making process, irrespective of their status.