I think a lot about Veterans around this time of year. I hope that most people do but for my husband Quentin and I, it’s a commitment. Quentin’s Dad served in World War II as an electrician for an anti-tank regiment of the Royal Canadian Artillery. Imagine that. Your job is to be anti-tank. I’ve never even seen a tank up close, much less had to figure out how to combat one. My Dad retired from the Armed Forces as well. Naturally, Quentin and I are reflective about the duties, responsibilities, and sacrifices of those who serve and served Canada in the Armed Forces, then and now.
Part of the dialogue in governance and leadership always contains nuances of risk management. It has to. The success of an organization depends of several key factors. Some of these are how effectively and efficiently an enterprise pursues opportunities and mitigates threats. In governance and leadership, part of the dialogue also contains references back to the mission. As well, the dialogue always contains discussion of operations.
There are similarities here. Canada’s Peace Keepers have been and continue to be necessarily effective and efficient at risk management. Those in the armed forces constantly have to weigh cost versus reward, of both strategies and tactics, in execution of the mission. Even the armed forces’ question, “What can the enemy do to defeat my operation?” could be loosely compared to an analysis of competitors – with much lower stakes or repercussions.
I’ve always marveled at those who run towards things from which the rest of us run away. I admire the bravery, selflessness, love of country, and tenacity of all of those who protect us now and protected us in the past. Having just recently made the connection between risk management and Canadian Peace Keepers, I admire those who serve in peace keeping capacities even more.
With Gratitude this Remembrance Day,