Strategy delivery and the curse of “don’t ask don’t tell” syndrome

3rd December 2025, 12.30 PM UK time

Many organisation boards receive performance reports, compliance-reports, risk-lists and dashboards. Yet when asked: “Does your board receive reliable information on risk linked to your mission-critical objectives?” many cannot answer Yes. (see the blog – mission critical oversight gap)

This gap is driven not just by inadequate tools, but by a deeper pattern: what Tim Leech calls the “Don’t Tell / Don’t Ask” syndrome — where management avoids surfacing inconvenient truths and boards avoid asking the really hard questions.

We are Human Beings

Most people are not innately unwilling to be held accountable. What they resist is being held personally liable in systems where accountability is unclear, leaders are unpredictable, and surfacing problems carries more downside than upside. In those conditions, Don’t Ask, Don’t Tell becomes a rational survival behaviour.

We are human beings, and it is natural to avoid exposure, embarrassment, or blame. But when an organisation offers no safe or structured way to raise concerns, uncertainty or dissent, leaders and teams become trapped in a Don’t Tell / Don’t Ask cycle. Cultural issues that need to be surfaced stay buried because acknowledging them feels risky.

How can we be effective with strategy delivery – and focus on our mission critical objectives and the risk around them – if we are frightened of inconvenience or embarrassment – and have no safe way to surface problems?

The Answer?

The answer is not to blame people for instinctive self-protection. The answer is to build an environment where it is safe and expected to surface what matters, so problems, risks and uncertainties can be addressed early rather than hidden.

Can we get past the emotional argument defending against personal liability to a rational argument for instilling fair accountability?

Explore how combining the frameworks of Business Integrated Governance (BIG) and Objective‑Centric Risk and Uncertainty Management (OCRUM) can transform governance from reactive compliance into proactive, objective-driven oversight.

• Purpose to provide the focus
• Mission Critical Objectives s to provide the backbone for strategy delivery
• Management must tell. Boards must ask.
• Embed this in cores and practice – and integrated governance operation – (this is where we connect with BIG)
• Measure this happening

Who is going to address this? From a Governance Perspective – Perhaps our Internal Audit and Governance Professional Colleagues can have something to say, drive the questioning or perhaps even sponsor change? They are at least central stakeholders,.

Who is this for?

If this resonates – then this event is for you.

If you’re an executive, strategist, governance or change professional who’s ever felt the pain of “great plans, poor delivery,” this session is for you. Essentially anyone charged with making sure the strategy doesn’t just live in slide decks but lives in action.

Who is Presenting?

3rd December 2025, 12.30 PM UK time

Presented by Tim Leech, supported by David Dunning, lead author on Business Integrated Governance.

Call to Action:

Register as a FULL Member or as a Conference Member receive a free access code, then with that Register directly to this PAID event on EventBrite here

Proceeds to our Social Enterprise.

More about the wider conference?

#governance #riskmanagement #strategyexecution #assurance #leadership #boardoversight #BIGCIC