building trust through integrity - acua 4 what we’ll cover today • the expanding role of audit...

8/29/2016

1

Courageous Leadership:Building Trust through Integrity

Loretta Love Huff, MBA

8/29/2016

2

Integrity

Integrity

Partnership

8/29/2016

3

Integrity

60% > 4X profitsPartnership

Integrity

60% > 4X profitsPartnership

Donors?

8/29/2016

4

What we’ll cover today• The expanding role of Audit

• 4 ‘A’s for change

• 7 components of courageous leadership

• 6 behaviors that create credibility, connection and trust

• Promoting partnership

Who am I & how did I get here? President, National Speakers Assn - AZ

Past President,NAWBO Phoenix

BS PsychologyMBA Finance, U of Chicago

Phoenix Business Journal,Top Women in Business Honoree

8/29/2016

5

Too shy to say “Hi”

8/29/2016

6

My Dad’s Corner Drug Store

My evolutionI had that idea!

8/29/2016

7

Transformation = Freedom

All people express their unique gifts in pursuit of their highest selfactualization.

Organizations honor those gifts in pursuit of their business goals.

Outcome: Happy, productive, profitable workplaces

My vision: What I’m aiming for

© 2006 – 2015 Emerald Fiji Management

8/29/2016

8

The genesis of my first book

© 2006 – 2015 Emerald Fiji Management

THE EVOLVING ROLE OF AUDIT

8/29/2016

9

What’s my job, really? This?

© 2006 – 2015 Emerald Fiji Management

© 2006 – 2015 Emerald Fiji Management

Or this?

8/29/2016

10

How do you make the leap…

How do you make the leap…From being perceived as Audit Police?

8/29/2016

11

How do you make the leap…To Business Partner?

How do you make the leap…To Profit Maximizer?

8/29/2016

12

How do you make the leap…

8/29/2016

13

1. Personal Mastery

8/29/2016

14

The BAR Theory

© 2006 – 2015 Emerald Fiji Management

BELIEFSBELIEFS

ACTIONS

BELIEFS

The BAR Theory

8/29/2016

15

The BAR Theory

ACTIONSACTIONS

RESULTSRESULTSBELIEFSBELIEFS

© 2006 – 2015 Emerald Fiji Management

The BAR Theory at work

© 2006 – 2015 Emerald Fiji Management

8/29/2016

16

“We all have more options than we generally seeand more control than we tend to take.”

Loretta Love Huff

Fundamental Belief

31

You know you need to try something different,but …

32

8/29/2016

17

You’re trapped by your beliefs, habits and fears

33

“I learned that courage was not the absence of fear, but thetriumph over it. The brave man is not he who does not feel afraid,but he who conquers that fear.”

Nelson Mandela

© 2006 – 2015 Emerald Fiji Management

8/29/2016

18

4 A’s 4 Change

ACCOUNT

© 2006 – 2015 Emerald Fiji Management

ASPIREASPIRE

ACCOUNT

© 2006 – 2015 Emerald Fiji Management

ASPIREASPIRE ASSESSASSESS

4 A’s 4 Change

8/29/2016

19

ACCOUNT

© 2006 – 2015 Emerald Fiji Management

ASPIREASPIRE ASSESSASSESS ACTACT

4 A’s 4 Change

ACCOUNT

© 2006 – 2015 Emerald Fiji Management

ASPIREASPIRE ASSESSASSESS ACTACT ACCOUNTACCOUNT

4 A’s 4 Change

8/29/2016

20

2. Proactive, Strategic Focus

3. Influence

8/29/2016

21

Here’s the fatal flaw…

Assuming people are just like youand take action for

the same reasons you do

© 2006 – 2015 Emerald Fiji Management

Recognizing behavior styles

Fast & outspoken

Cautious &reflective

© 2006 – 2015 Emerald Fiji Management

8/29/2016

22

Recognizing behavior styles

Questioning& skeptical

Accepting &warm

Fast & outspoken

Cautious &reflective

© 2006 – 2015 Emerald Fiji Management

Questioning &skeptical Accepting & warm

Fast &outspoken

Cautious& reflective

8/29/2016

23

THE DIRECTORResults, controlDecisive, direct, accept challengesImpatient, strong willedQuick, take action

Questioning &skeptical Accepting & warm

Fast &outspoken

Cautious& reflective

© 2006 – 2015 Emerald Fiji Management

THE DIRECTORResults, controlDecisive, direct, accept challengesImpatient, strong willedQuick, take action

THE IDOLPeople oriented, optimisticRecognition needed, entertainingExpressive, outgoingEnthusiastic, energizing

Questioning &skeptical Accepting & warm

Fast &outspoken

Cautious& reflective

© 2006 – 2015 Emerald Fiji Management

8/29/2016

24

THE DIRECTORResults, controlDecisive, direct, accept challengesImpatient, strong willedQuick, take action

THE IDOLPeople oriented, optimisticRecognition needed, entertainingExpressive, outgoingEnthusiastic, energizing

SUPPORTING ROLEStable, cooperative, predictableDeliberate, work in backgroundDiplomatic, consistentGood listener, sympathetic

Questioning &skeptical Accepting & warm

Fast &outspoken

Cautious& reflective

© 2006 – 2015 Emerald Fiji Management

THE DIRECTORResults, controlDecisive, direct, accept challengesImpatient, strong willedQuick, take action

THE IDOLPeople oriented, optimisticRecognition needed, entertainingExpressive, outgoingEnthusiastic, energizing

THE CRITICAnalytical, concernedAccurate, orderly, deliberate

Correct, quality consciousSystematic, plan ahead

SUPPORTING ROLEStable, cooperative, predictableDeliberate, work in backgroundDiplomatic, consistentGood listener, sympathetic

Questioning &skeptical Accepting & warm

Fast &outspoken

Cautious& reflective

© 2006 – 2015 Emerald Fiji Management

Cautious& reflective

8/29/2016

25

• GOAL: Results, control

• FEAR: Losing control, being taken advantage of

• BUYING BASIS: What service does for him/her

• SELLING STRATEGY: Highlight potential results

• The BENEFIT to him/her…

Influencing The Director

© 2006 – 2015 Emerald Fiji Management

• GOAL: People involvement, recognition

• FEAR: Rejection; loss of approval

• BUYING BASIS: Who is using the service

• SELLING STRATEGY Service’s appeal to others

• The BENEFIT to him/her…

Influencing The Idol

© 2006 – 2015 Emerald Fiji Management

8/29/2016

26

• GOAL: Security, stability

• FEAR: Sudden change; losing security

• BUYING BASIS: How the service will stabilize his/her world

• SELLING STRATEGY: “Support” provided by service

• The BENEFIT to him/her…

Influencing The Supporting Actor

© 2006 – 2015 Emerald Fiji Management

• GOAL: Accuracy, order

• FEAR: Criticism of performance, lack of standards

• BUYING BASIS: Why the service is a logical investment for him/her

• SELLING STRATEGY: “Track record” of the service

• The BENEFIT to him/her…

Influencing The Critic

© 2006 – 2015 Emerald Fiji Management

8/29/2016

27

3. Team Leadership

Proactive Problem Finder/Solver

8/29/2016

28

(Discreet) Conduit & Purveyor of Information

Articulator of Values

• Shared values

• Connect us

• Motivate & inspire us

• Help solve disputes

8/29/2016

29

Vision

6 Skills that Create Credibility,Connection & Trust

8/29/2016

30

i. Communication

• Keep people informed byexplaining policies and decisionsand providing accuratefeedback.

• Be candid about one’s ownproblems and limitations.

• Tell the truth

ii. Support

Be available and approachable. Provide help, advice, coaching andsupport for team members and clients.

8/29/2016

31

iii. RespectActively listen to the ideas and concerns of others. Delegate to

develop staff.

iv. FairnessBe objective and impartial. Be quick to give credit and recognition

to those who deserve it.

8/29/2016

32

v. Predictability/Reliability• Be consistent and predictable in daily affairs. Keep both

expressed and implied promises.

vi. CompetenceEnhance your credibility by demonstrating good business sense,

technical ability and professionalism.

8/29/2016

33

4. Brand management of Audit functionWhat do you want to be known for?

4. Brand management of Audit function

Police?What do you want to be known for?

Partner…Producer?• Compile & share wisdom• Show compassion• Educate proactively• Document and celebrate

aversions & successes

• Make people feel guilty• Have a righteous attitude• Take pleasure in their demise• Be indiscreet• Be devoid of compassion

8/29/2016

34

5. Diversification & transfer of knowledge• Stay abreast of the news• Ask, ‘What does this mean for us’?• What new potential risks are arising?• Are we keeping up with technology?• Who else needs to know this?

6. Fiscal stewardship• Translate insights from projects to recommendations for others

to follow.

8/29/2016

35

Partnership: DrivingBusinessValue (weaver.com 9/14)

• Understand the business and its strategic plan• Identify key risks of new KPIs• Stay abreast of new internal initiatives, processes & technologies• Communicate potential risks (in business terms)• Help improve efficiencies• Recommend controls that mitigate risk• Establish key metrics for a refocused IA function

7. Reinvention/transformation