Managerial Risk Mega Table
Managerial risk mega table. Roll a D20 first to identify the managerial risk category, then roll a D6 for the specific complication.
| d20 | Risk Category | d6 | Specific Complication |
|---|---|---|---|
| 1 | Poor performance management | 1 | The manager fails to address poor employee performance, leading to a decline in team productivity |
| 2 | The manager does not provide sufficient feedback and coaching to employees, hindering their professional development | ||
| 3 | The manager does not set clear performance expectations, leading to confusion and misalignment among team members | ||
| 4 | The manager does not allocate tasks and responsibilities effectively, leading to duplicated efforts or missed deadlines | ||
| 5 | The manager does not recognise or reward high-performing employees, leading to low morale and turnover | ||
| 6 | The manager does not communicate with stakeholders effectively, leading to damage to the company's reputation | ||
| 2 | Ineffective communication | 1 | The manager does not provide timely and relevant information to team members, leading to missed opportunities or poor decisions |
| 2 | The manager does not communicate with other departments or teams effectively, hindering collaboration and innovation | ||
| 3 | The manager does not communicate changes in company strategy or policies effectively, leading to confusion and mistrust | ||
| 4 | The manager does not listen actively to feedback or concerns from team members, hindering their engagement and commitment | ||
| 5 | The manager does not address employee burnout, leading to increased absenteeism and turnover | ||
| 6 | The manager does not communicate expectations and priorities effectively when delegating tasks, leading to misalignment | ||
| 3 | Inadequate delegation | 1 | The manager does not delegate tasks effectively, leading to an overwhelming workload and stress for team members |
| 2 | The manager does not delegate tasks according to team members' strengths and skills, leading to inefficiencies and errors | ||
| 3 | The manager does not provide adequate support and resources for delegated tasks, hindering team members' success | ||
| 4 | The manager does not monitor progress on delegated tasks effectively, leading to missed deadlines and errors | ||
| 5 | The manager does not empower team members to make decisions and take ownership of delegated tasks, leading to low engagement | ||
| 6 | The manager does not communicate clearly with team members, leading to misunderstandings and errors | ||
| 4 | Inability to adapt to change | 1 | The manager does not recognise and address emerging market trends, leading to a decline in company revenue |
| 2 | The manager is resistant to change and does not embrace new technologies, hindering company innovation | ||
| 3 | The manager does not prioritize ongoing education and professional development, leading to a stagnant skill set | ||
| 4 | The manager does not consider the potential impact of regulatory changes on the company, leading to noncompliance | ||
| 5 | The manager does not encourage creativity and experimentation, leading to missed opportunities for growth and innovation | ||
| 6 | The manager does not foster a culture of learning and continuous improvement, hindering the company | ||
| 5 | Lack of diversity and inclusion | 1 | The manager does not prioritize diversity and inclusion initiatives, leading to a lack of representation and inclusivity within the team |
| 2 | The manager does not address discriminatory behaviour or language, leading to a hostile work environment | ||
| 3 | The manager does not provide equal opportunities for career advancement, leading to a lack of diversity in leadership positions | ||
| 4 | The manager does not address unconscious biases, leading to unfair treatment of certain employees or job candidates | ||
| 5 | The manager does not prioritize cultural competence, leading to misunderstandings and miscommunication among team members | ||
| 6 | The manager does not provide adequate support and resources for employees with disabilities or different needs | ||
| 6 | Inadequate talent acquisition and retention | 1 | The manager does not have a clear understanding of the skills and qualities needed for open positions, leading to poor hiring decisions |
| 2 | The manager does not have a comprehensive recruitment strategy, leading to a lack of qualified candidates | ||
| 3 | The manager does not provide adequate onboarding and training for new hires, leading to a high turnover rate | ||
| 4 | The manager does not provide opportunities for career growth and development, leading to low employee engagement and morale | ||
| 5 | The manager does not address employee concerns or grievances effectively, leading to a toxic work environment | ||
| 6 | The manager does not address compensation or benefits issues effectively, leading to a high turnover rate | ||
| 7 | Inadequate financial management | 1 | The manager does not have a clear understanding of the company's financial performance, leading to poor decision-making |
| 2 | The manager does not establish and monitor financial metrics and goals effectively, hindering the company's growth and success | ||
| 3 | The manager does not prioritize financial planning and budgeting, leading to poor resource allocation | ||
| 4 | The manager does not monitor expenses or control costs effectively, leading to financial losses or instability | ||
| 5 | The manager does not establish effective financial controls or risk management strategies, leading to fraud or other financial losses | ||
| 6 | The manager does not prioritize transparency and accountability in financial reporting, leading to legal or reputational risks | ||
| 8 | Inadequate project management | 1 | The manager does not establish clear project goals and objectives, leading to confusion and misalignment among team members |
| 2 | The manager does not allocate resources or timelines effectively, leading to project delays or failure | ||
| 3 | The manager does not communicate project progress or changes effectively, leading to misunderstandings and errors | ||
| 4 | The manager does not establish effective project controls, leading to cost overruns or scope creep | ||
| 5 | The manager does not monitor project risks or establish contingency plans, leading to unforeseen obstacles or setbacks | ||
| 6 | The manager does not address conflicts or stakeholder concerns effectively, leading to project delays or cancellation | ||
| 9 | Lack of strategic planning | 1 | The manager does not establish a clear strategic vision or mission, leading to a lack of direction or purpose for the company |
| 2 | The manager does not conduct a thorough analysis of the company's strengths, weaknesses, opportunities, and threats (SWOT) | ||
| 3 | The manager does not consider the potential impact of external factors, such as changes in market conditions or regulatory policies | ||
| 4 | The manager does not prioritize the identification of new growth opportunities or diversification strategies | ||
| 5 | The manager does not establish measurable goals or metrics to track progress toward strategic objectives | ||
| 6 | The manager does not regularly review and adjust the company's strategic plan as needed, leading to a lack of agility | ||
| 10 | Inadequate risk management | 1 | The manager does not conduct a thorough risk assessment, leading to a failure to identify potential risks or vulnerabilities |
| 2 | The manager does not establish effective risk mitigation strategies or controls, leading to a higher likelihood of negative events | ||
| 3 | The manager does not prioritize the protection of critical assets or intellectual property, leading to potential loss or damage | ||
| 4 | The manager does not establish effective emergency response plans, leading to greater harm or disruption in the event of a crisis | ||
| 5 | The manager does not allocate sufficient resources to manage risks effectively, leading to missed opportunities or losses | ||
| 6 | The manager does not monitor and review the effectiveness of risk management strategies regularly, leading to complacency | ||
| 11 | Lack of ethical leadership | 1 | The manager does not prioritize ethical behaviour or compliance with company policies, leading to potential legal or reputational risks |
| 2 | The manager does not provide adequate training or guidance on ethical standards or expectations, leading to misunderstandings or violations | ||
| 3 | The manager does not address unethical behaviour or misconduct effectively, leading to a toxic work environment or harm to stakeholders | ||
| 4 | The manager does not establish a culture of integrity and accountability, leading to a lack of trust or respect among team members | ||
| 5 | The manager does not prioritize the protection of employee or customer privacy, leading to potential data breaches or identity theft | ||
| 6 | The manager does not consider the potential impact of business decisions on the environment or society, leading to harm or damage | ||
| 12 | Inadequate technology management | 1 | The manager does not prioritize the protection of company data or IT systems, leading to security breaches or downtime |
| 2 | The manager does not allocate sufficient resources to maintain or upgrade technology systems, leading to inefficiencies or obsolescence | ||
| 3 | The manager does not establish effective controls or policies for the use of technology, leading to misuse or abuse | ||
| 4 | The manager does not prioritize user experience or customer satisfaction in technology initiatives, leading to low adoption or dissatisfaction | ||
| 5 | The manager does not establish effective disaster recovery or business continuity plans for technology systems, leading to greater harm or disruption | ||
| 6 | The manager does not stay current with emerging technology trends or threats, leading to missed opportunities or vulnerabilities | ||
| 13 | Inadequate supply chain management | 1 | The manager does not conduct a thorough analysis of supply chain risks or vulnerabilities, leading to disruptions or shortages |
| 2 | The manager does not prioritize the establishment of effective supplier relationships or contracts, leading to subpar products or services | ||
| 3 | The manager does not monitor supplier performance or compliance with ethical or legal standards, leading to reputational risks | ||
| 4 | The manager does not establish effective inventory or logistics management strategies, leading to inefficiencies or stockouts | ||
| 5 | The manager does not consider the potential impact of natural disasters or geopolitical risks on the supply chain, leading to disruptions or losses | ||
| 6 | The manager does not allocate sufficient resources or technology for supply chain management, leading to missed opportunities or inefficiencies | ||
| 14 | Inadequate customer relations | 1 | The manager does not prioritize the establishment of effective communication channels or feedback mechanisms for customers, leading to dissatisfaction |
| 2 | The manager does not allocate sufficient resources to customer service or support, leading to long wait times or poor resolution of issues | ||
| 3 | The manager does not monitor customer satisfaction or loyalty effectively, leading to missed opportunities or churn | ||
| 4 | The manager does not establish effective segmentation or targeting strategies for different customer groups, leading to a lack of personalization | ||
| 5 | The manager does not consider the potential impact of social media or online reviews on the company's reputation, leading to damage or lost business | ||
| 6 | The manager does not prioritize the establishment of long-term customer relationships or loyalty, leading to missed opportunities for cross-selling or upselling | ||
| 15 | Inadequate employee wellness | 1 | The manager does not prioritize the establishment of a healthy work-life balance for employees, leading to burnout or turnover |
| 2 | The manager does not provide adequate support or resources for employees' physical or mental health, leading to absenteeism or decreased productivity | ||
| 3 | The manager does not address workplace harassment or discrimination effectively, leading to a hostile work environment or legal risks | ||
| 4 | The manager does not establish effective policies or practices for work from home or remote work arrangements, leading to inefficiencies or disengagement | ||
| 5 | The manager does not prioritize the establishment of a diverse and inclusive workplace, leading to a lack of representation or inclusivity | ||
| 6 | The manager does not allocate sufficient resources or technology for employee wellness management, leading to missed opportunities or inefficiencies | ||
| 16 | Inadequate environmental management | 1 | The manager does not consider the potential impact of business activities on the environment or natural resources, leading to pollution or resource depletion |
| 2 | The manager does not prioritize the establishment of environmentally sustainable practices or goals, leading to harm to the planet | ||
| 3 | The manager does not monitor the company's environmental impact or compliance with regulations, leading to legal or reputational risks | ||
| 4 | The manager does not establish effective waste management or recycling programs, leading to environmental harm or inefficiencies | ||
| 5 | The manager does not consider the potential impact of climate change on the company's operations or supply chain, leading to disruptions or losses | ||
| 6 | The manager does not allocate sufficient resources or technology for environmental management, leading to missed opportunities or inefficiencies | ||
| 17 | Inadequate crisis management | 1 | The manager does not establish effective crisis response plans or communication protocols, leading to confusion or chaos in the event of a crisis |
| 2 | The manager does not conduct regular crisis simulations or training exercises, leading to a lack of preparedness or poor execution | ||
| 3 | The manager does not prioritize the establishment of effective crisis leadership or decision-making processes, leading to poor outcomes or mistakes | ||
| 4 | The manager does not consider the potential impact of different types of crises on the company's operations or stakeholders, leading to inadequate response | ||
| 5 | The manager does not allocate sufficient resources or technology for crisis management, leading to missed opportunities or inefficiencies | ||
| 6 | The manager does not establish effective post-crisis review or recovery strategies, leading to ongoing negative impacts or reputational harm | ||
| 18 | Inadequate compliance | 1 | The manager does not prioritize the establishment of effective compliance programs or policies, leading to potential legal or reputational risks |
| 2 | The manager does not conduct regular compliance audits or reviews, leading to a lack of visibility or accountability | ||
| 3 | The manager does not allocate sufficient resources or technology for compliance management, leading to missed opportunities or inefficiencies | ||
| 4 | The manager does not establish effective reporting or investigation processes for potential compliance violations, leading to misconduct or unethical behaviour | ||
| 5 | The manager does not prioritize the establishment of a culture of compliance or ethical behaviour, leading to potential harm to stakeholders or the business | ||
| 6 | The manager does not consider the potential impact of changing regulatory environments or requirements on the company's operations or compliance risks | ||
| 19 | Inadequate innovation | 1 | The manager does not establish effective innovation strategies or processes, leading to a lack of new product or service development |
| 2 | The manager does not allocate sufficient resources or technology for innovation management, leading to missed opportunities or inefficiencies | ||
| 3 | The manager does not prioritize the establishment of a culture of innovation or creativity, leading to a lack of engagement or inspiration among employees | ||
| 4 | The manager does not consider the potential impact of disruptive technologies or market trends on the company's operations or future growth potential | ||
| 5 | The manager does not establish effective innovation metrics or evaluation processes, leading to a lack of accountability or learning | ||
| 6 | The manager does not prioritize the establishment of effective intellectual property protection or licensing strategies, leading to missed opportunities or loss of value | ||
| 20 | Inadequate financial management | 1 | The manager does not establish effective financial reporting or budgeting processes, leading to a lack of visibility or control |
| 2 | The manager does not establish effective financial controls or risk management strategies, leading to potential fraud or loss | ||
| 3 | The manager does not allocate sufficient resources or technology for financial management, leading to missed opportunities or inefficiencies | ||
| 4 | The manager does not consider the potential impact of changing market conditions or economic trends on the company's financial performance, leading to missed opportunities or losses | ||
| 5 | The manager does not establish effective cash flow or liquidity management strategies, leading to potential insolvency or financial distress | ||
| 6 | The manager does not prioritize the establishment of effective investor relations or capital raising strategies, leading to missed opportunities or undervaluation |