As I work with more and more organizations that are on the path towards designing, developing and implementing quantitative risk management programs, I’ve begun to see patterns emerge. For some clients, the road towards a successful quantitative risk management program seems to be fraught with false starts, a noticeable lack of involvement from necessary colleagues, even outright refusal to be a part of the process. While for other clients, of course there are challenges along the way, but they seem to be able to build consensus around the new approach, cultivate relationships that results in more allies instead of enemies, which in turn causes the risk team to be sought out instead of hidden from…who would have thought that was possible? What is it about those latter organization’s that allows them to be so successful? What have they implemented that the former has not? I don’t believe there is any one factor that has led to their success, and of course each organization is different, which is to say what worked in one organization may not work in another. Yet there is one thing, one skill set that has been put on the back burner in lieu of greater quantitative proficiencies that I believe unites all of the successful….What I’m referencing are soft skills. Most organizations would agree that no one person can design, implement and most importantly, maintain a successful program, period; risk or otherwise. More often than not, it takes a small village of people, some more fully dedicated than others, to make any new idea, or in our case, a quantitative risk management program prosper. Yet in my experience, there seems to be few organizations that take the time to prime the organization for the cultural change, invest in building relationships and developing approaches that look to benefit their stakeholders, as well as themselves. So here are few recommendations for those on their path to adopting FAIR, and designing a quantitative risk management program that have building relationships at the forefront.