building trust through integrity - acua 4 what we’ll cover today • the expanding role of audit...
TRANSCRIPT
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Courageous Leadership:Building Trust through Integrity
Loretta Love Huff, MBA
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Integrity
Integrity
Partnership
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Integrity
60% > 4X profitsPartnership
Integrity
60% > 4X profitsPartnership
Donors?
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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
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Too shy to say “Hi”
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My Dad’s Corner Drug Store
My evolutionI had that idea!
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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
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The genesis of my first book
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THE EVOLVING ROLE OF AUDIT
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What’s my job, really? This?
© 2006 – 2015 Emerald Fiji Management
© 2006 – 2015 Emerald Fiji Management
Or this?
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How do you make the leap…
How do you make the leap…From being perceived as Audit Police?
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How do you make the leap…To Business Partner?
How do you make the leap…To Profit Maximizer?
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How do you make the leap…
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1. Personal Mastery
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The BAR Theory
© 2006 – 2015 Emerald Fiji Management
BELIEFSBELIEFS
ACTIONS
BELIEFS
The BAR Theory
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The BAR Theory
ACTIONSACTIONS
RESULTSRESULTSBELIEFSBELIEFS
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The BAR Theory at work
© 2006 – 2015 Emerald Fiji Management
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“We all have more options than we generally seeand more control than we tend to take.”
Loretta Love Huff
Fundamental Belief
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You know you need to try something different,but …
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You’re trapped by your beliefs, habits and fears
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“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
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4 A’s 4 Change
ACCOUNT
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ASPIREASPIRE
ACCOUNT
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ASPIREASPIRE ASSESSASSESS
4 A’s 4 Change
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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
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2. Proactive, Strategic Focus
3. Influence
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Here’s the fatal flaw…
Assuming people are just like youand take action for
the same reasons you do
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Recognizing behavior styles
Fast & outspoken
Cautious &reflective
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Recognizing behavior styles
Questioning& skeptical
Accepting &warm
Fast & outspoken
Cautious &reflective
© 2006 – 2015 Emerald Fiji Management
Questioning &skeptical Accepting & warm
Fast &outspoken
Cautious& reflective
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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
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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
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• 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
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• 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
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3. Team Leadership
Proactive Problem Finder/Solver
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(Discreet) Conduit & Purveyor of Information
Articulator of Values
• Shared values
• Connect us
• Motivate & inspire us
• Help solve disputes
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Vision
6 Skills that Create Credibility,Connection & Trust
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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.
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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.
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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.
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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
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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.
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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