OverviewToday’s corporate leaders need to understand the big picture of strategic management training and risk management, especially in light of Sarbanes-Oxley requirements and the Treadway Commission’s reports. Both of these demand that internal managers and executives be able to quickly size up and value risk as a strategy to protect firm value.This webinar will show you how to carry out this vital obligation through leadership training programs.Why Should You AttendAre you worried about any of these activities in your organization or with a client such as:Undetected illegal or unethical acts?Lack of internal controls?Lack of policies regarding governance or compliance issues?Are you a director, owner, or an officer who faces issues such as: The need to behave like a public company?The desire that every employee act professionally and ethically?The demand for a governance program yet lacking the resources to put one in place? If you answered “yes” to at least one of these questions, then you must attend this webinar so that you can sleep better at night.Areas Covered in this WebinarThe intentions of the Sarbanes-Oxley act were to provide both guidance and a warning to everyone that the leadership body need to have a risk management program within their organization or face the consequences.This webinar is about reducing the high cost of unwarranted risk-taking while still being innovative. Elements that support this specific focus include:Why we are stuck with SOX (despite its flaws)The new paradigm of risk managementThe new paradigm of leadership’s accountability for riskThe Pandora’s Box called business riskLearning ObjectivesExplain the events that led to the passage of Sarbanes-Oxley (SOX)Determine why the heart of risk is really about managing risk betterAnalyze the connections between the CEO’s behaviors style the risks he/she would takeAudit the behaviors of the CEO to determine if he/she will support a risk management programEasily identify the 5 true sources of riskWho Will BenefitCFO’s and ControllersCEO’s and COO’s.Senior Managers in a For Profit BusinessMembers of a Board of DirectorsAuditors (Internal and External)Business Owners Directors and Senior Managers of a Not-for-profit or NGOLevelAdvanced