How Auditors Can Build Trust and Influence

People in any industry want to inspire confidence, influence outcomes and gain others’ trust, and this is especially the case for internal auditors, whose job it is to review the inner workings and machinations of companies. Auditors often have access to critical information, so their feedback can be crucial. Access to information is not enough to inspire trust, however. Auditors — or anyone looking to become a key adviser in their organization — must develop strategies to ensure that others enjoy working with them, have confidence in their expertise and trust that they are working toward the best interests of the company.These strategies were the focus of a presentation I recently gave for  the Baton Rouge chapter of the Institute of Internal Auditors.

Why Trust Is Important

Great auditors take on more than strictly compliance or single-contributor roles. They can be a change agent for better processes and systems within the business. They build rapport and relationships, inform others of emerging trends and risks, and they help drive innovation in their industry. To reach this level of contribution and influence, one must build trust. This is achieved through building business acumen, industry knowledge, analytical thinking, communication skills and tact.I asked the audience to think about things they could be doing, positively or negatively, that would alter others’ perception of them, and suggested they consider questions such as:

• How does my mood or approach impact my performance? How does it affect others?
• Am I flexible when it comes to change?
• Am I perceived as someone who is grateful?
• Do I see challenges as opportunities or burdens?

Our actions and character determine the degree to which people trust us and will be influenced by us, so we must be willing to honestly examine these aspects of ourselves.

How Does One Build Influence?

Influence is built and sustained over time through many qualities. These include:

• Character: Do I treat others with respect? Do I exhibit honesty and integrity?
• Expertise and information: Being the best in your field will make others listen to you.
• Connectedness and collaboration: This is demonstrated by that person in the office who knows and is liked by everyone and can therefore accomplish even seemingly impossible tasks. People will go to great lengths to help them because it will be reciprocated.
• Social and political intelligence: This is knowing when to speak up and when to keep quiet, and remaining calm in a crisis. This person is the voice of reason and uses that voice judiciously.
• Access to resources: Some people have influence simply by virtue of their position — they control the budget, etc.
• Results: Do I achieve my goals and hold myself accountable?

Some of these qualities apply to certain organizations or stages in one’s career more than others do, but most people will need to develop them all at some point. For example, an auditor working in government may not be able to control their own budget, and someone just starting out may not have the level of connectedness that a senior staffer would have. However, each can still work on other areas of this list.These qualities are about balance. Someone may achieve great results but leave a wake of dead bodies behind them. No one wants to work with that person.

Managing Expectations and Educating Others

During my presentation there was a discussion involving audience members that led to several good points about managing expectations. In particular, one audience member noted that when going into a new office, many people will assume the presence of an auditor signals big trouble or maybe even job loss.These concerns can be overcome and even turned into a benefit. When an auditor goes into a new department or location, or when new leadership arrives at the auditor’s organization, some re-education should take place. People may have had poor experiences with auditors in the past or come from organizations where the processes were very different. An  auditor who communicates their process can go a long way toward calming fears and building trust.Audience members also brought up that sometimes people are reluctant to take auditors’ recommendations because they are in their own independent departments, and it is assumed that the auditor doesn’t know enough about the business to make significant recommendations. Instead, highlight that distance from the issues and how it positions an auditor to have fresh eyes and a unique perspective.Building influence and trust takes time, attention and energy, but it is an investment that will yield positive relationships with partners who have confidence in you and respect for the value you bring.Success Labs is a leadership development and management consulting firm in Baton Rouge, Louisiana. For more than 25 years, our expert team of consultants has worked with hundreds of companies to explore their business potential and improve their company and cultural performance. Contact us to get proactive about your people strategy.