Navigating the Path toLeadership(AND SURVIVING THE BUMPS AND BRUISES ALONG THE WAY…)
The Hon Theresa Grafenstine CPA, CGMA, CISA, CIA, CGEIT, CRISC, CGAP

When I Grow Up, I Want to be an…
Auditor???

Campus Interviews…

What is an Inspector General???

Welcome to the Work World?

Seizing Opportunities

1994…
House OIG created because of public outrage overa series of scandals…
Post OfficeHouse Banking
House Restaurant7

1994…
The Auditors are celebrated as heroes!
Part of the Congressional Accountability Act
Lots of visibility/credibility
Included in majorpress conferences
Seen as part of solution
to cleaning up past abuses

8Fast forward to 2004…
Audit Committee lost confidence in the audit department
Audit Department seen as ineffective by Management(AND by the auditors themselves !!)Toxic internal work environment

9

2004 Employee Satisfaction Survey
It is safe to say what I think at my job?
32

10Strongly Agree

Agree

Sometimes
Agree

No Opinion

Sometimes
DisagreeDisagreeStronglyDisagree102004 Employee Satisfaction Survey
Employees are promoted based upon performance
43

2

10
StronglyAgree

AgreeSometimes
Agree

No Opinion

Sometimes
DisagreeDisagreeStronglyDisagree112004 Employee Satisfaction Survey
Senior Management Sets Vision and Communicates Effectively
87654

3210
Strongly Agree

Agree

Sometimes
Agree

No Opinion

Sometimes
DisagreeDisagreeStrongly
Disagree122004 Employee Satisfaction Survey
Comments …
“Being told by someone in Senior Management that no one would
ever be impressed by any of my work no matter what I do isn’t atextbook motivator.”“I do not believe I can voice problems or complaints for fear ofretribution”.
“Promotions are given to members of a clique or people known to theselecting official instead of looking at the qualifications of thecandidates”.

13What went so wrong??
A Failure in Leadership (at all levels)…
A culture of distrust…
Managers selected based on friendships---not qualifications
Inequality in treatment of employees---blatant favoritismNo performance accountability
“Secret” awards and promotions
Poor relationships with key stakeholders…
Limited to no communication
Stakeholders not consulted
Blindsided stakeholders with “bad news”
Were they audit reports or indictments???

14Fight or Flight?
 Why did I stay?
 Being Part of the Solution

So How Do You Fix This?
Assess your organizational healthBuild an environment of accountability and equality
Invest in the workforce
Create a culture of “Pervasive” leadership16How do you know if your organization ishealthy?
One-on-one meetings with staff
Morale: A responsibility and reflection ofleadership (for good or bad!)Employee Engagement and Customer
Satisfaction Surveys
Used as a baseline for Balanced Scorecard

17

Environment of Accountability and Equality
Take a hard look at your Performance Management System – Ensure:Equality among similar positions
Clear understanding of differences in responsibility acrossgrades/positions

Standardize promotion criteria
Emphasize organizational values

18Environment of Accountability and Equality
Hold staff accountableIf it is an ability issue…
TrainingMentoringAttitude issues - The cancer of an organization…
Direct conversations
Formal CounselingPerformance Improvement Plans
Terminations

19

Invest in the Work ForcePrioritize investing in staff technical training
and certifications
Incorporate into promotion criteria
Require staff to do “teach-back’s” atbrown bag lunchesImproves public speaking skills
Knowledge transfer benefits rest of staff
Reduces contractor costs
Recognize importance of leadership competency
on par with technical and managerial competences.

20

Invest in the Work Force
Self initiated budget cuts

21

Why do you want leadership throughout your organization?
Every member of an organization should have a stake and a sense of ownership inorganizational goals
Moves organization away from a “That’s not my job” mentality

Creates investment in being part of the solution

22

What is a Leader?

A job title?

A set of traits?
23

Leadership Essentials
1. Takes Smart Risks and isCourageous
2. Is Flexible
3. Communicates Effectively
4. Has Integrity
5. Supports and Facilitates
the Team

6.
7.
8.
9.

Is Magnanimous
Respects Others
Inspires
Articulates and Leads
Change10. Knows limitations

24

What does it look like when there's a culture of pervasive
leadership? At the Top…
Strategy and vision are clear and always guidedecisions at all levels
Everyone is singing the same song

Decision-makers have extensive information
flowing from the workforce and act boldly
and decisively
They feel safe and informed to enablecourageous action

25

What does it look like when there's a culture ofpervasive leadership? In the Middle…
Middle management teams to optimally align organizational
resources to minimize risk and maximize customer service and quality.
Minimizes (counterproductive) in-fighting among silos
Clear and important mission for the organization and everyone in itMiddle managers feel safe and empowered in developing andholding staff accountable to achieve the mission.

26

What does it look like when there's a culture ofpervasive leadership? In the Workforce…
Workforce has latitude to be responsive to the customer and to improve throughinnovation, but is guided by the vision and brand for consistency and quality
Individual’s achievements recognized publicly, celebrated by peers, and seen as clear
models27

What does a culture of leadership look like?
Organizational, managerial, and individual accountability
embraced with courageEmpowered, effective problem solvers
Unafraid to escalate issues
High Morale28

Keys to Success Know Yourself
 Know Your Audience Know Your “Stuff”

Keys to Success – Know Yourself
Know Yourself (and your limitations)Avoid the “Mini-Me” syndrome
Surround yourself with people whocomplement you (NOT compliment…)
Don’t be afraid to say “I don’t know”

Be Your own best advocate, but…
 Give others the respect and credit
they are due…

Trust your instincts

Keys to Success – Know Your AudienceBuild Relationships
Communicate - with Actual Human Beings
Put things in risk terms that your audience understands and values
Realize that your work products are for THEM, not YOUKeys to Success – Know Your AudienceBecome a Trusted Advisor
Don’t overplay your hand - Be realistic with risks
Understand what your audience values
Come with solutions, not problems
Have an Opinion!

Keys to Success – Know Your “Stuff”

My Advice to You…
 Chart Your Career Path
 Have a plan
 Look for Role Models
 Build Your network
 SEIZE opportunities!!!

Chart Your Career Path – Have a Plan
Define what “Success” means to youHave a Plan!!
Where do you want to go?
What do you need to get there?
Be prepared to spend years (not months!)
reaching each rung on the ladder

Don’t be afraid to reinvent yourself
Invest the time

Chart Your Career Path – Look for Role Models
You don’t need a formal “mentoring program”
You can learn from every manager (even the bad one’s…)
Role Models don’t have to look like you
Don’t forget to “Pay it Forward”

Chart Your Career Path – Build aNetwork
Get involved in professional associations
Leadership experience through volunteerism

Solve the mystery of the “Old Boys Club”
Network with Professional PeersCreate opportunities for visibility
Public Speaking

Own Your Career

Questions?

Contact Information
Theresa “Terry” Grafenstine
CPA, CISSP, CISA, CRISC, CGEIT, CIA, CGAP, CGMA
Chairman, ISACA International Board of Directors

LinkedIn: Theresa Grafenstine
Twitter: @tgrafenstine