Modern Internal Audit Leadership

Beyond the known traditional roles and responsibilities of the chief audit executive, this lecture goes beyond the norm, and explores the hidden (but most effective) ways to lead a modern internal audit function. We also discuss the fundamental skills for a progressive internal audit leader today.

This lecture discusses the need to develop a solid internal audit function through the setting of policies, code of ethics and personnel agreements. We also reflect on the need to lead the way in setting a seamless working protocol that should be simulated for the rest of the business functions.

In this section we look at the practical definition of corporate politics and corporate culture, and delve into the modus operandi of a modern internal audit leader (around these phenomena).

Section 2 of Part 3 helps us to go beyond the chaos of corporate culture and politics, and to start impacting people with the agenda of value-addition and organizational transformation through internal audit's role.

In this section we discuss the essential initiative by internal audit leaders to connect with, and to collaborate with other assurance functions within the organizations. The lecture looks at how we can effectively partner with these functions to maximize our value-addition in the organization.

Internal auditors can choose to obtain (and develop) many skills; however, there are some skills that are considered 'core' or 'primary'. In this section we look into these core skills and how they can be attained by the CAE and internal audit team personnel.

Leading an internal audit function can be a lonely game sometimes, especially considering that you are really neither part of the operations or the proper supporting functions; you are independent. In this section, we look at how internal audit activity can be positioned to win in its assurance agenda and in strengthening internal relationships.

In section 3 of part 4 we discuss the importance of developing the leader's ability to coach internal audit personnel, and how to build this spirit across the internal audit function.

Internal audit leadership rests with the current CAE; however, its necessity does not end at the top. It is essential for CAEs to intentionally develop in-house leaders within the team. In this section we look at how the CAE can ably develop the leadership skills in existing internal audit resources.

As critical as the Global Internal Audit Standards (GIAS) are, not all Chief Audit Executives have practical knowledge and appreciation of the framework, nor consistent access to its full guidance and updates. In this section, we highlight the structure of GIAS—its domains, principles, and standards—and explain how they apply in practice to strengthen and guide the internal audit function.

Quality assurance and improvement is a fundamental activity for the internal audit leader and canvases the daily internal audit projects and the management of the entire internal audit function. In this section we discuss how to embed quality management within our internal audit projects and the need for both internal and external quality assurance and improvement programs / assessment (QAIP).

This section provides practical insights and tools to help you build accountability among internal audit personnel in applying the Global Internal Audit Standards (GIAS). It focuses on the practical implementation of the GIAS domains, principles, and standards, enabling you to translate the framework into consistent, high-quality internal audit practices.

In this section we discuss how internal audit leaders can promote the learning, understanding, and application of the IPPF across the internal audit function. The lecture offers snippets that will help simply the seemingly hard work of pushing internal audit staff towards the professional framework; especially to the internal audit standards.

In this section we delve deeper to develop the internal audit leader's ability to study and understand personalities. The lecture breaks down academic psychology into simple and practical steps that can be followed by CAEs to yield quicker relationship results in the pursuit of the function's objectives.

Section 2 of Part 6 highlights the key roles and responsibilities of corporate management, in the quest to open a different understanding of our relationship with the management. This lecture navigates the corporate agenda and draws key targets that CAE's can adopt to penetrate corporate strategy and management concerns, and to utilize these opportunities to provide positive change to weak governance areas.

In this lecture we explore the fundamentals for navigating corporate structures and 'power circles' of the organization to ensure CAEs book a prominent stature and positioning within the organization. The lessons shared in this section will assure CAEs of being selected into key oversight committees, participating in strategic projects (in advisory capacity), and getting to know what's going on early.

The common question among CAEs is how we can ably support management and conduct advisory projects without losing independence and objectivity. In this lecture we explore practical ways every CAE can adopt to ensure there are no 'grey' areas when conducting consulting and advisory activities in line with the IPPF.

Section 1 of Part 7 explores key roles of the audit committee and simplifies the practical application of the key responsibilities towards internal audit, risk management, and external audit.

Experienced CAEs understand that it takes hard work and good tact to build rapport and enduring relationships with the audit committee chairman and the rest of the committee members. This lecture presents some of the best ways to navigate communication challenges between the audit committee and the CAE, and also how to take care of management politics in pursuing the audit committee relationship.

In this last section of our course, we explore how modern CAEs can revive the involvement of audit committee members in internal audit affairs. It is a well known fact that audit committee members are usually busy people, and sometimes even a little detached from the realities of the business and industry; and their active oversight sometimes depends on the tact applied by the CAE to keep them informed, educated and involved.

In the closing section, we reflect on how far we've come in this course, and how we can embrace the lessons learnt moving-forward.

Note: Remember to download the e-transcript (course manual) for your future references.