Context : A Real-Life Leadership Lesson
Imagine this: you’re in a meeting, and in a moment of candor, you share that emails can sometimes be a time-waster. It feels authentic, a genuine reflection of your thoughts. Later, your boss, the Chief Audit Executive (CAE), pulls you aside. She tells you your comment was out of line—unappreciated by a peer—and advises that if you aspire to become a CAE yourself, you must pay attention to what you say and how it affects others. It’s a sting, but it’s also a wake-up call. You want to lead authentically, but how do you balance that with the finesse required for a senior role? This article is designed to help you navigate that tension. Drawing from your experience, it offers practical, actionable steps to grow into an authentic and effective CAE. Should you have lunch with your team? Hang around them or keep a distance from lower-level employees? Let’s explore behaviors and strategies to learn from this moment and elevate your leadership journey.
Congratulations on aspiring to become a Chief Audit Executive (CAE)! Your ambition reflects a desire to lead with impact, and your recent experience during the meeting offers a valuable opportunity for growth. Leadership, especially in a role as influential as CAE, requires balancing authenticity with emotional intelligence, strategic communication, and relationship-building. Your boss’s feedback—that your candid comment about emails being a time-waster was perceived negatively by a peer—highlights a key lesson: authenticity doesn’t mean unfiltered expression. It means aligning your true self with the needs of your team and organization. This article will provide you with practical, actionable steps to develop the behaviors and mindset needed to grow into an authentic and effective CAE.
Understanding Authentic Leadership in the Context of a CAE
Authentic leadership is about being genuine, self-aware, and purpose-driven while fostering trust and collaboration. For a CAE, this translates into leading audits with integrity, inspiring your team, and influencing stakeholders—all while navigating organizational dynamics. Your comment about emails, though honest, rubbed someone the wrong way, suggesting a need to refine how you express your authenticity. Here’s how to approach this journey practically.
Key Behaviors to Cultivate
1. Practice Emotional Intelligence (EQ)
Emotional intelligence is the backbone of effective leadership. It’s about understanding your emotions, managing them, and reading the room to anticipate how others might feel.
Practical Step: Before sharing a candid opinion, pause and ask yourself: “How might this land with others? Does it align with the group’s goals?” For example, instead of saying “Emails are a time-waster,” you could frame it as, “I’ve noticed emails can slow us down—any ideas on how we could streamline communication?” This invites collaboration rather than sounding critical.
Growth Tip: Reflect after meetings. Did your words uplift or unintentionally alienate anyone? If unsure, discreetly ask a trusted colleague for feedback.
2. Master Strategic Communication
As a CAE, you’ll need to communicate audit findings, risks, and recommendations to diverse audiences—some of whom may resist your message. Authenticity doesn’t mean blurting out every thought; it means delivering your truth with purpose and tact.
Practical Step: Tailor your message to your audience. In the email scenario, if your peer relies heavily on emails, your comment might have felt like a personal jab. Next time, validate their perspective first: “I know emails are critical for some workflows, but I wonder if we could explore other options to save time.”
Growth Tip: Practice “soft starts” in conversations—begin with a positive or neutral statement before introducing a critique or idea.
3. Build Trust Through Consistency
Authentic leaders are reliable. Your team and peers need to know you’re fair, approachable, and committed to their success—not just your own.
Practical Step: Follow through on promises, even small ones. If you suggest a change (like reducing email clutter), take the lead by proposing a solution, such as a trial run with a messaging app like Slack.
Growth Tip: Apologize when needed. If you sense your comment upset your peer, a simple, “Hey, I didn’t mean to come across that way—let’s chat about it,” can repair the relationship and show humility.
4. Lead with Empathy
A CAE must understand the pressures faced by auditees, team members, and executives. Empathy doesn’t compromise your authenticity—it enhances it by showing you care about others’ realities.
Practical Step: Put yourself in your peer’s shoes. Maybe they’re overwhelmed and see emails as a lifeline. Ask open-ended questions like, “How do you feel about our current communication flow?” to uncover their perspective.
Growth Tip: Regularly check in with your team—not just about work, but about their challenges and ideas. This builds rapport and informs your leadership.
5. Model Accountability
As a future CAE, you’ll oversee accountability across the organization. Start by holding yourself accountable for your words and actions.
Practical Step: Take your boss’s feedback seriously. Thank her for it privately (“I appreciate you pointing that out—I’m working on being more mindful”), and then demonstrate change in future meetings.
Growth Tip: Keep a leadership journal. After interactions, jot down what went well and what you’d tweak next time.
Should You Have Lunch with Your Team?
Yes, but with purpose. Sharing a meal with your team can break down barriers, foster camaraderie, and show you’re approachable—key traits for an authentic CAE. However, it’s not about forced bonding; it’s about genuine connection.
Practical Approach: Invite your team to lunch occasionally (e.g., once a month) to discuss both work and personal interests. Keep it casual—no audit agendas. For example, “Hey, let’s grab lunch Friday—any good spots you recommend?”
Why It Works: It humanizes you. Your team sees you as a leader who values them beyond their output, which builds loyalty.
Caveat: Don’t overdo it. Constantly eating with the team might blur professional boundaries or make you seem overly chummy rather than authoritative.
Should You Hang Around or Create Distance with Lower-Level Employees?
This is a delicate balance. As a CAE aspirant, you need to be accessible yet maintain the gravitas required for a senior role. The answer lies in intentional engagement rather than aloofness or over-familiarity.
Practical Approach:
Hang Around Strategically: Drop by the team’s workspace occasionally—say, once a week—to ask how they’re doing or offer quick encouragement. Keep it brief: “How’s that project going? Need anything from me?”
Create Healthy Distance: Avoid micromanaging or joining every coffee break. Reserve deeper involvement for one-on-one check-ins or team meetings.
Why It Works: You stay connected without undermining your authority. Lower-level employees feel heard, but they still see you as a leader, not a peer.
Growth Tip: Observe your boss. How does she interact with the team? Emulate what aligns with your style while adding your authentic touch.
Practical Scenarios to Apply These Lessons
Let’s bring this to life with situations you might face:
Scenario: A Peer Challenges Your Idea in a Meeting
Old Approach: “That’s ridiculous—my way saves time.” (Candid but abrasive.)
New Approach: “I see your point—let’s weigh both options. What do you think about testing mine for a week?” (Authentic, collaborative, and strategic.)
Scenario: Your Team Misses an Audit Deadline
Old Approach: “This is unacceptable—get it done.” (Honest but harsh.)
New Approach: “I know we’re stretched—what happened here? How can I support you to hit the next one?” (Empathetic and solution-focused.)
Scenario: Your Boss Asks for Feedback on Her Plan
Old Approach: “It’s a waste of effort.” (Blunt and risky.)
New Approach: “I like the intent—could we tweak it to focus more on X for efficiency?” (Authentic yet diplomatic.)
Long-Term Growth Plan
Seek Mentorship: Ask your boss or another CAE for guidance. A question like, “What’s one thing you wish you’d known early on as a CAE?” shows initiative.
Read Up: Pick up The Emotionally Intelligent Leader by Daniel Goleman or Dare to Lead by Brené Brown for practical insights on blending authenticity with leadership.
Simulate Leadership: Volunteer to lead a small project or present findings to senior management. Practice your communication and observe reactions.
Solicit Feedback: Periodically ask peers and team members, “How can I support you better?” Use their input to refine your approach.
Final Thoughts
Your aspiration to be an authentic CAE is within reach, but it requires intentionality. Your comment about emails wasn’t “wrong”—it was just poorly timed and delivered. Use this as a springboard to grow. Be candid, but filter it through empathy and purpose. Connect with your team through lunches and check-ins, but maintain a professional edge. Above all, see every interaction as a chance to learn. Your boss’s critique wasn’t a reprimand—it was an invitation to evolve. Embrace it, and you’ll not only become a CAE but a leader others admire and trust.
Keep reflecting, keep adjusting, and keep being you—just with a sharper lens on how you show up. You’ve got this!
