Key Traits That Set You Apart
The next few EQCR posts are going to share key important qualities for successful leadership in internal audit, their importance and actionable tips for audit leaders to master these skills.
Becoming a great leader is a journey of continuous learning and growth, a process of self-development. No one can teach you how to lead; you need to be willing and able to learn how to lead. Mostly we learn from our experiences and facing adversity. Stepping outside of the spaces where we feel comfortable, is a powerful teacher. We, as internal audit leaders have a critical role to play in safeguarding organizational integrity, improving processes, and driving strategic value. I strongly believe that effective leadership in Internal Audit goes beyond technical expertise, it requires vision, adaptability, resilience, and the ability to influence stakeholders at all levels.
1. Curiosity – The Key to Strategic Value in Auditing
For Internal Audit, it is about looking around the corner, exploring uncharted territories, and trying to understand the art of the possible. Curiosity drives critical thinking in Internal Audit, and leaders who embrace a “why” and “what’s next” mindset uncover emerging risks, explore non-traditional audit areas, and identify opportunities for adding strategic value. Curiosity transforms Internal Audit from a function focused solely on compliance to a dynamic, value-driven partner that anticipates change and challenges the status quo.
How to Master It
Challenge assumptions during audits – “Why does this process exist? Is it still effective? What risks are we missing?” and don’t be afraid to ask basic or so-called naive questions. I have seen internal auditors, earning the seat at the table, because they ask insightful questions, challenging the status quo. Another way to be on top of your curiosity game is to stay updated on industry trends like ESG (Environmental, Social, Governance), cybersecurity, and AI. Understand how they impact your organization’s risk profile. Learning from other departments, clients, and peers outside Internal Audit is key. I encourage all internal auditors to invest time with the process owners and with the people on the front lines. Another way to broaden your perspective is by collaborating on cross-functional projects. As a leader, you must create a culture where your team members are encouraged to think beyond checklists, identify new risks, and explore creative solutions.
For questions or concerns, please reach out to Pat Wojcik.