This post is written for the head of internal audit, but most of the points are also relevant for risk officers.
One of the biggest challenges for any CAE is getting and then maintaining the respect of top executives.
I want to share some tactics that worked for me, as well as where I failed.
These are not necessarily in the order of their importance – that will vary for each CAE and the relationships they need to establish.
I should say first that every CAE needs to identify with whom they need to build and maintain relationships, and then monitor and care for them as long as they are with the organization.
1. You won’t get lasting respect just because you have a title. You get and maintain respect from your work product.
So…
Consistently deliver the high-quality information (assurance, advice, and insight) that matters to the executive.
…and if you ever have to show them your audit charter to prove they need to pay attention, you are lost. If you work very hard, you may be able to recover, but it’s doubtful.
If you give them information they need (and not stuff they don’t) they will realize that you can help them be successful.
That means:
- Don’t waste your or their time on issues, even risks, where if you really think about it their time and attention is not needed. (It’s not about what you…
