How to avoid cultural blind spots in audits

#Openness & #Trust – The Invisible Backbone of People Management: 1. Why They Matter Most • Openness and Trust are often seen as “soft” traits, but they are the hardest to build and easiest to lose. • Without them, even the best strategies, KPIs, and resources fail because people work with caution, not conviction. 2. Openness – The Oxygen for Dialogue • Transparent Communication: Share context, not just commands. People commit when they understand why. • Idea Safety: Encourage dissenting views without fear of judgement. • Vulnerability: Leaders admitting “I don’t know” fosters collaboration, not weakness. 3. Trust – The Currency of Influence • Consistency Over Time: Keep promises, small or big—trust compounds like interest. • Empowerment: Delegate with real decision-making power, not just tasks. • Integrity in Action: Be the same person in the room and behind closed doors. 4. The Manager’s Payoff • Higher Engagement → People go beyond job descriptions. • Faster Problem-Solving → Teams speak up early, avoiding costly delays. • Resilience in Change → Trust cushions uncertainty during transitions. 5. Common Pitfalls • Token Transparency: Sharing only “good news” kills credibility. • Micromanagement: Signals lack of trust, triggering disengagement. • Selective Listening: Undermines openness; people stop contributing. 6. How to Build Both • Model First: Demonstrate the openness and trust you expect. • Invite Feedback: Act on it visibly—proof you value it. • Recognize Candor: Publicly appreciate when someone speaks truth to power. Closing Thought Openness creates the channel, trust fuels the flow. Together, they transform managers from task controllers into people leaders. Ignore them, and you manage compliance; nurture them, and you lead commitment.

𝐂𝐨𝐧𝐭𝐫𝐨𝐥𝐬 𝐟𝐚𝐢𝐥. 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐬𝐜𝐚𝐥𝐞𝐬. 𝐋𝐞𝐭’𝐬 𝐭𝐚𝐥𝐤 𝐚𝐛𝐨𝐮𝐭 𝐩𝐞𝐨𝐩𝐥𝐞-𝐟𝐢𝐫𝐬𝐭 𝐆𝐑𝐂 Let’s be honest — most risk frameworks look great on paper. But in real life? They often don’t keep up with how people actually work, decide, or speak up (or don’t). When was the last time your GRC framework really measured behavior — not just compliance? In today’s hybrid work world, policies and audits alone can’t catch every risk. What really drives outcomes is culture — how your people think, act, and respond when no one’s watching. I’ve spent 30+ years working with boards, risk leaders, and teams across Southeast Asia. The strongest organizations I’ve seen aren’t the ones with the longest policy manuals. They’re the ones where 𝐫𝐢𝐬𝐤 𝐚𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬 𝐢𝐬 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐞𝐯𝐞𝐫𝐲𝐝𝐚𝐲 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠, not a once-a-year training. So, how do we bring culture into GRC in a real way? Here are a few tools I recommend when coaching leadership teams: - 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐑𝐢𝐬𝐤 𝐈𝐧𝐝𝐢𝐜𝐚𝐭𝐨𝐫𝐬 – Look at signals like low whistleblower activity, high turnover in audit roles, or frequent policy exceptions. These can speak louder than any report. - 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫 𝐌𝐚𝐩𝐩𝐢𝐧𝐠 – Identify where decisions are made under pressure (e.g., sales deals, procurement, vendor onboarding). That’s where your culture is really tested. - 𝐏𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐒𝐚𝐟𝐞𝐭𝐲 𝐏𝐮𝐥𝐬𝐞 𝐂𝐡𝐞𝐜𝐤𝐬 – If people don’t feel safe speaking up, your governance may be more theatre than reality. If we want GRC to work in real life, it has to go beyond control. It has to connect with people. So here’s what I ask boards and leaders: 1. What behaviors are your policies actually encouraging? 2. Are you rewarding honesty and courage — or just quiet compliance? We don’t need more rules. We need better conversations. That’s where culture begins. 𝐀𝐫𝐞 𝐲𝐨𝐮 𝐬𝐞𝐞𝐢𝐧𝐠 𝐫𝐢𝐬𝐤 𝐜𝐮𝐥𝐭𝐮𝐫𝐞 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞? 𝐖𝐡𝐚𝐭’𝐬 𝐰𝐨𝐫𝐤𝐞𝐝 𝐟𝐨𝐫 𝐲𝐨𝐮? 𝐋𝐞𝐭’𝐬 𝐞𝐱𝐜𝐡𝐚𝐧𝐠𝐞 𝐢𝐝𝐞𝐚𝐬.

𝐂𝐨𝐧𝐭𝐫𝐨𝐥𝐬 𝐟𝐚𝐢𝐥. 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐬𝐜𝐚𝐥𝐞𝐬. 𝐋𝐞𝐭’𝐬 𝐭𝐚𝐥𝐤 𝐚𝐛𝐨𝐮𝐭 𝐩𝐞𝐨𝐩𝐥𝐞-𝐟𝐢𝐫𝐬𝐭 𝐆𝐑𝐂 Let’s be honest — most risk frameworks look great on paper. But in real life? They often don’t keep up with how people actually work, decide, or speak up (or don’t). When was the last time your GRC framework really measured behavior — not just compliance? In today’s hybrid work world, policies and audits alone can’t catch every risk. What really drives outcomes is culture — how your people think, act, and respond when no one’s watching. I’ve spent 30+ years working with boards, risk leaders, and teams across Southeast Asia. The strongest organizations I’ve seen aren’t the ones with the longest policy manuals. They’re the ones where 𝐫𝐢𝐬𝐤 𝐚𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬 𝐢𝐬 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐞𝐯𝐞𝐫𝐲𝐝𝐚𝐲 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠, not a once-a-year training. So, how do we bring culture into GRC in a real way? Here are a few tools I recommend when coaching leadership teams: - 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐑𝐢𝐬𝐤 𝐈𝐧𝐝𝐢𝐜𝐚𝐭𝐨𝐫𝐬 – Look at signals like low whistleblower activity, high turnover in audit roles, or frequent policy exceptions. These can speak louder than any report. - 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫 𝐌𝐚𝐩𝐩𝐢𝐧𝐠 – Identify where decisions are made under pressure (e.g., sales deals, procurement, vendor onboarding). That’s where your culture is really tested. - 𝐏𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐒𝐚𝐟𝐞𝐭𝐲 𝐏𝐮𝐥𝐬𝐞 𝐂𝐡𝐞𝐜𝐤𝐬 – If people don’t feel safe speaking up, your governance may be more theatre than reality. If we want GRC to work in real life, it has to go beyond control. It has to connect with people. So here’s what I ask boards and leaders: 1. What behaviors are your policies actually encouraging? 2. Are you rewarding honesty and courage — or just quiet compliance? We don’t need more rules. We need better conversations. That’s where culture begins. 𝐀𝐫𝐞 𝐲𝐨𝐮 𝐬𝐞𝐞𝐢𝐧𝐠 𝐫𝐢𝐬𝐤 𝐜𝐮𝐥𝐭𝐮𝐫𝐞 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞? 𝐖𝐡𝐚𝐭’𝐬 𝐰𝐨𝐫𝐤𝐞𝐝 𝐟𝐨𝐫 𝐲𝐨𝐮? 𝐋𝐞𝐭’𝐬 𝐞𝐱𝐜𝐡𝐚𝐧𝐠𝐞 𝐢𝐝𝐞𝐚𝐬.

𝐂𝐨𝐧𝐭𝐫𝐨𝐥𝐬 𝐟𝐚𝐢𝐥. 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐬𝐜𝐚𝐥𝐞𝐬. 𝐋𝐞𝐭’𝐬 𝐭𝐚𝐥𝐤 𝐚𝐛𝐨𝐮𝐭 𝐩𝐞𝐨𝐩𝐥𝐞-𝐟𝐢𝐫𝐬𝐭 𝐆𝐑𝐂 Let’s be honest — most risk frameworks look great on paper. But in real life? They often don’t keep up with how people actually work, decide, or speak up (or don’t). When was the last time your GRC framework really measured behavior — not just compliance? In today’s hybrid work world, policies and audits alone can’t catch every risk. What really drives outcomes is culture — how your people think, act, and respond when no one’s watching. I’ve spent 30+ years working with boards, risk leaders, and teams across Southeast Asia. The strongest organizations I’ve seen aren’t the ones with the longest policy manuals. They’re the ones where 𝐫𝐢𝐬𝐤 𝐚𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬 𝐢𝐬 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐞𝐯𝐞𝐫𝐲𝐝𝐚𝐲 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠, not a once-a-year training. So, how do we bring culture into GRC in a real way? Here are a few tools I recommend when coaching leadership teams: - 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐑𝐢𝐬𝐤 𝐈𝐧𝐝𝐢𝐜𝐚𝐭𝐨𝐫𝐬 – Look at signals like low whistleblower activity, high turnover in audit roles, or frequent policy exceptions. These can speak louder than any report. - 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫 𝐌𝐚𝐩𝐩𝐢𝐧𝐠 – Identify where decisions are made under pressure (e.g., sales deals, procurement, vendor onboarding). That’s where your culture is really tested. - 𝐏𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐒𝐚𝐟𝐞𝐭𝐲 𝐏𝐮𝐥𝐬𝐞 𝐂𝐡𝐞𝐜𝐤𝐬 – If people don’t feel safe speaking up, your governance may be more theatre than reality. If we want GRC to work in real life, it has to go beyond control. It has to connect with people. So here’s what I ask boards and leaders: 1. What behaviors are your policies actually encouraging? 2. Are you rewarding honesty and courage — or just quiet compliance? We don’t need more rules. We need better conversations. That’s where culture begins. 𝐀𝐫𝐞 𝐲𝐨𝐮 𝐬𝐞𝐞𝐢𝐧𝐠 𝐫𝐢𝐬𝐤 𝐜𝐮𝐥𝐭𝐮𝐫𝐞 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐰𝐨𝐫𝐤𝐩𝐥𝐚𝐜𝐞? 𝐖𝐡𝐚𝐭’𝐬 𝐰𝐨𝐫𝐤𝐞𝐝 𝐟𝐨𝐫 𝐲𝐨𝐮? 𝐋𝐞𝐭’𝐬 𝐞𝐱𝐜𝐡𝐚𝐧𝐠𝐞 𝐢𝐝𝐞𝐚𝐬.

Most managers are promoted because they were good at their technical role, not because they know how to lead people That’s where the trouble usually starts. We assume management is a natural next step, but leading people requires an entirely different skill set. And one of the hardest parts? Feedback. Here’s why so many managers struggle with it: 1. They were never trained to manage. It’s almost shocking how often management training is skipped. Someone can be an excellent analyst, engineer, or communicator, but that doesn’t magically prepare them to hold difficult conversations or coach a struggling teammate. Without the skill set, feedback feels awkward, so many just avoid it. 2. Fear of conflict. Feedback is often framed as confrontation, and not everyone handles that well. Some managers hesitate because they worry about damaging relationships, so they delay the conversation. By the time they finally speak, the issue has snowballed, and what could have been a small correction feels like a blow-up. 3. Incentives are misaligned. Most organizations measure managers by output, numbers, and deadlines. We reward managers for hitting targets, not for developing people. So, building a feedback culture feels “optional” compared to chasing deliverables. In the rush to deliver results, the quieter responsibility of growing the team falls through the cracks. 4. Cultural baggage. In some workplaces, hierarchy is so deeply embedded that feedback flows only one way: top-down. Employees do not feel safe challenging their managers, and managers do not see themselves as accountable to listen. It creates a loop where feedback is not really dialogue; it is instruction. 5. Lack of psychological safety. In some workplaces, “Can I give you feedback?” feels like bad news, not support. People tense up because feedback usually means punishment or blame. Over time, employees stop speaking up, hide mistakes, and play it safe instead of taking risks. Managers think they are protecting their teams by keeping quiet, but what actually happens is worse: people feel invisible, anxious, and disconnected from their work. At the end of the day, this raises a bigger question: Are managers simply there to control output, or are they responsible for helping people grow while achieving results?

Criticism in Corporate Culture Today: A Double-Edged Sword By Anjali Budhiraja Navigating Corporate Realities | Digital Career Learner Constructive vs. Destructive Criticism is essential but the how and why of it determines whether it builds or breaks. In many corporate environments today, feedback is no longer just about performance improvement. It’s increasingly tied to power dynamics, ego management and toxic microcultures. What's Changed? 🎭 Masked Feedback Many use the term constructive to justify passive-aggressive or personal attacks. Public Shaming Criticism is often delivered in group chats or meetings, killing confidence instead of guiding growth. Silent Exits Talented employees are quitting, not because of the workload — but because of the way feedback is given. What Employees Need Today 1. Empathetic Leadership – Critique with care. 2. Private, Specific Feedback – Avoid generic phrases like You need to improve. 3. Growth Conversations – Not blame games. Let’s Flip the Script ✅ Turn Why did you mess this up? into What support do you need to avoid this next time? ✅ Replace You’re not serious about your work. with I’ve noticed a dip — want to talk about what’s affecting you? 🌿 A Healthy Feedback Culture Looks Like: - Regular 1-on-1s - Safe space for open communication - Feedback *with* solutions, not judgment - Leaders who are also open to feedback Final Thought Criticism isn’t the enemy. Poorly delivered criticism is. It’s time corporate cultures evolve — from fear-based correction to compassion-led coaching. Have you ever experienced criticism that changed you — positively or negatively? Let’s talk !!

Poor skills among employees and weak leadership management lead to repeated failures with customers highlighting the same issues again and again. 🤷🏻♀️ Audits don’t create chaos poor preparation does. Poor skills and employees acting ‘syok sendiri’ without following the right methodologies don’t solve problems they create even more mess. An audit is not a punishment; it’s a checkpoint to see how disciplined your processes are. If preparation is part of the culture, audits will feel less like an interrogation and more like a handshake. 📌 Why chaos happens? • Lack of FMEA (Failure Mode & Effects Analysis) risks aren’t identified early, so the same problems keep surfacing. • Customers keep complaining about the same repeated issues a clear sign that corrective actions are either weak or not implemented at all. • Employees highlight issues, but leadership ignores feedback from the ground showing poor management culture and weak commitment to continuous improvement. • Reliance on last-minute clean ups instead of embedding compliance in daily work. Another reason: Poor skills and employees acting ‘syok sendiri’ without following the right methodologies don’t solve problems they create even more mess. 💆🏻♀️ 📌 Why good preparation matters? When teams apply structured tools like 8D Problem Solving and FMEA: • Risks are predicted, not just reacted to. • Corrective actions address the root cause, preventing repeat complaints. • Documentation is solid evidence is always ready for auditors. • Leadership sets the tone for accountability and continuous improvement. At the end of the day, audits reveal your culture. If leadership only cares when an audit is near, chaos will show. But if compliance, problem-solving, and risk management are built into the DNA of daily operations, audits simply confirm what the organization already practices.

What does micromanagement feel like? This. 📦 When managers promise autonomy but deliver surveillance... The line between autonomy and micromanagement is razor-thin. Cross it, and creativity can vanish. 🚀 The ROWE Advantage: Companies adopting a Results-Only Work Environment (ROWE) have seen productivity soar by 35%, turnover drop by 90%, and engagement skyrocket. Freedom works! 🔍 The Micromanagement Trap: Many of us know the drill: “You’re in total control of this project,” says the manager. Two hours later: “Have you checked in with X?” “Did you confirm logistics?” Why Does Micromanagement Feel So Wrong? 🤔 Relational Models Theory shows that healthy authority relies on clear scope and mutual trust. When managers promise collaboration but deliver surveillance, it creates relational confusion- a trust killer. Once trust cracks, disengagement follows. Why Do Leaders Hover? 🚁 Often, it’s driven by: 😨 Fear of failure 😨 Fear of exposure 😨 Fear of chaos Yet, research by Paul Zak https://buff.ly/lIuPiPS reveals that high-trust companies enjoy 50% higher productivity and 40% less burnout. Hovering does the opposite. So, How Can You Lead Without Caging Your Team? 🦅 1) Set Boundaries Like a Contract: Define clear outcomes, deadlines, and decision rights. 2) Be Predictable: Establish agreed check-ins—no random pings. 3) Treat Delegation as Partnership: Exchange ideas, don’t override them. 4) Signal Trust Early and Often: Say it, mean it, and stick to it. 🚤 Bottom Line: Micromanagement isn’t just poor management; it’s a broken relationship model. Let’s create environments where trust and autonomy thrive! 💪✨ 𝘊𝘭𝘦𝘢𝘳 𝘣𝘰𝘶𝘯𝘥𝘢𝘳𝘪𝘦𝘴 + 𝘤𝘰𝘯𝘴𝘪𝘴𝘵𝘦𝘯𝘵 𝘵𝘳𝘶𝘴𝘵 = 𝘵𝘦𝘢𝘮𝘴 𝘵𝘩𝘢𝘵 𝘥𝘦𝘭𝘪𝘷𝘦𝘳 𝘵𝘩𝘦𝘪𝘳 𝘣𝘦𝘴𝘵 𝘸𝘰𝘳𝘬 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 𝘴𝘰𝘮𝘦𝘰𝘯𝘦 𝘣𝘳𝘦𝘢𝘵𝘩𝘪𝘯𝘨 𝘥𝘰𝘸𝘯 𝘵𝘩𝘦𝘪𝘳 𝘯𝘦𝘤𝘬. #Leadership #Micromanagement #WorkCulture #MyLifeKompass

🔍Why are we always chasing processes? This is a question we often hear. Many wonder—why not just focus only on results? The reality is,results are the outcomes of processes.If the process is broken, inconsistent, or left unchecked, the results may look good today but fail tomorrow. That’s why audits go beyond the numbers and focus on the *how*, not just the *what*. ✅ Why audits emphasize processes: They test whether success is *repeatable* and *sustainable*. They ensure risks are prevented at the root, not just corrected later. They build compliance into everyday work instead of treating it as a tick-box exercise. They remind us that not every process shows a direct monetary value,but every process safeguards stability, trust, and continuity. 🌟 Where leadership should focus: * Building a culture where processes are respected, not bypassed. * Providing resources, clarity, and accountability to strengthen key processes. * Recognizing that strong processes don’t limit performance—they protect and enable it. At the end of the day, audits don’t chase processes they secure performance and future-proof the organization.

Many managers avoid difficult performance conversations because they lack the tools to make them productive. The result is that talented people underperform while their potential goes unrealized. Work ends up being allocated unevenly, leading to frustration across the team. Over the past ten years, I have delivered performance management training to thousands of leaders. I teach a systematic approach that transforms these conversations from confrontational to collaborative: 𝗦𝘁𝗲𝗽 𝟭: 𝗗𝗶𝗮𝗴𝗻𝗼𝘀𝗲 𝗕𝗲𝘆𝗼𝗻𝗱 𝘁𝗵𝗲 𝗦𝘂𝗿𝗳𝗮𝗰𝗲. Instead of assuming poor performance is about motivation, we use root cause analysis across four domains: Motivation, Environment, Knowledge, and Ability. Often the "problem employee" just needs clearer expectations or better resources. 𝗦𝘁𝗲𝗽 𝟮: 𝗔𝗽𝗽𝗹𝘆 𝗡𝗲𝘂𝗿𝗼𝘀𝗰𝗶𝗲𝗻𝗰𝗲 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀. Managers learn to structure conversations that minimize threat responses and keep people in a learning state. When someone feels psychologically safe, they're more likely to engage in problem-solving. 𝗦𝘁𝗲𝗽 𝟯: 𝗔𝗱𝗮𝗽𝘁 𝗳𝗼𝗿 𝗖𝘂𝗹𝘁𝘂𝗿𝗮𝗹 𝗖𝗼𝗻𝘁𝗲𝘅𝘁. Global leaders need different approaches for different team members. What works in direct communication cultures can backfire in high-context environments. 𝗦𝘁𝗲𝗽 𝟰: 𝗥𝗲𝗳𝗿𝗮𝗺𝗲 𝘁𝗵𝗲 𝗣𝘂𝗿𝗽𝗼𝘀𝗲. The shift from "correcting" to "developing" changes everything. When managers approach performance conversations as partnerships, they see dramatically better outcomes. The leaders I work with report that their team members actually start seeking feedback rather than resisting it. They move from dreading these conversations to seeing them as opportunities to unlock potential. Performance management isn't about fixing broken people. It's about creating conditions where capable people can thrive. What support does your organization provide to help you handle performance conversations skillfully? What tips would you offer to a new team leader to make the most of their team's potential? 𝘐 𝘱𝘳𝘰𝘷𝘪𝘥𝘦 𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘢𝘯𝘤𝘦 𝘮𝘢𝘯𝘢𝘨𝘦𝘮𝘦𝘯𝘵 𝘵𝘳𝘢𝘪𝘯𝘪𝘯𝘨 𝘧𝘰𝘳 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯𝘴 𝘭𝘰𝘰𝘬𝘪𝘯𝘨 𝘵𝘰 𝘥𝘦𝘷𝘦𝘭𝘰𝘱 𝘵𝘩𝘦𝘪𝘳 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘤𝘢𝘱𝘢𝘣𝘪𝘭𝘪𝘵𝘪𝘦𝘴. 𝘊𝘰𝘯𝘯𝘦𝘤𝘵 𝘸𝘪𝘵𝘩 𝘮𝘦 𝘵𝘰 𝘭𝘦𝘢𝘳𝘯 𝘮𝘰𝘳𝘦 𝘢𝘣𝘰𝘶𝘵 𝘣𝘶𝘪𝘭𝘥𝘪𝘯𝘨 𝘢 𝘤𝘶𝘭𝘵𝘶𝘳𝘦 𝘰𝘧 𝘩𝘪𝘨𝘩 𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘢𝘯𝘤𝘦.