Author: Charles Schrock
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Adding value at Level 4 makes you essential
When you’re an internal auditor and you’re adding value at Level 4, you have become essential. That’s the highest of the four levels of value-add. Read more
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Influence is Level 3 in adding value
If you’re an internal auditor, hoping to make your mark in the world, then the word you need to focus on is — influence. Read more
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Trustworthy – that’s Level 2 in adding value
If you’re an internal auditor and you want to make a real difference, then being rated as ‘meets job description’ Isn’t good enough. You need to add value beyond Level 1. Read more
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Meeting Expectations is Level 1 in adding value
If you’re an auditor and you’re wondering how to take greater ownership of your career, here’s some advice. Find out what your boss needs. Read more
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Why become an internal auditor
𝗪𝗵𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗯𝗲𝗰𝗼𝗺𝗲 𝗮𝗻 𝗶𝗻𝘁𝗲𝗿𝗻𝗮𝗹 𝗮𝘂𝗱𝗶𝘁𝗼𝗿? The primary reason 𝙩𝙤 𝙗𝙚 an internal auditor is to have an unusually large influence on your organization. After, say, five years of experience you’ll have a level of influence that might take twenty-five years in any other career path. But the primary reason 𝙩𝙤 𝙗𝙚𝙘𝙤𝙢𝙚 an internal auditor… Read more
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Systematic Problem Solving
Most of my career was within the Internal Audit profession. Among internal auditors, “an auditor’s mindset” is often mentioned. Or the aphorism “once an auditor, always an auditor”. Is there a shred of truth behind these? I think so. It’s often about having a systematic approach to problem solving. And anyone can benefit from that.… Read more
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It’s hard to have a meaningful discussion
We so often discuss and disagree about misunderstood examples, rather than central ideas. For example, someone says to her friend that it’s a shame that few cars are made today with manual transmissions. Only a handful of sportscars have them. Her friend responds that she disagrees – sports cars can be very dangerous in the hands… Read more
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KPI versus Key Results
Great team leaders create a simple governance environment that embodies the rules and practices which define the team’s performance culture. The simpler and clearer these rules and practices, the stronger the performance culture’s foundation. Clear terminology that’s consistently used can solidify the team by creating an insider’s sense of belonging. Here’s today’s consideration. Are KPIs and Key Results the… Read more
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I don’t believe in best practices
Consultants – if you want to sell a solution to internal auditors, don’t couch it as ‘best practices’. Serious and respected internal auditors deal in well-grounded recommendations. Their recommendations address a deficiency or opportunity that actually matters to management. And their proposed solutions are usually simple, practical, complete, and sustainable so that management can take… Read more
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Fake it ’til you make it
We’ve all seen this advice. And it disturbs me when people use it to justify something shady. Here’s what it’s not … It’s not a (wink-wink) justification to fraudulently claim some skill, or some authority, even though you don’t really have it. Sure, you want it. You plan on having it someday. And, the justification… Read more