Embracing Cognitive Behavioral Therapy- in Leadership: My Personal Journey with Internal Audits

As a leader in the realm of internal audits, I’ve traversed many challenging landscapes. However, the pivotal transformation in my approach to leadership and audit efficacy came from an unexpected quarter – Cognitive Behavioral Therapy (CBT). Initially sceptical, my journey with CBT began not in a therapist’s office, but rather through a personal development bootcamp where the principles of CBT were integrated into our learning modules. This experience fundamentally altered my perspective on leadership within internal audit.

Discovering CBT: A Personal Story

My awakening to the power of CBT unfolded during an intense period in my mission when my desire to impress with my abilities and competency simply took over.  One evening, after a particularly stressful day, I found myself questioning every decision I made – spiralling down a path of negative thinking. I was fortunate I had discovered these simple techniques and I knew immediately how to transform my thoughts.

Applying CBT Principles

Armed with this new understanding, I began to actively apply CBT techniques to reshape my thought patterns. Whenever I caught myself doubting or fearing the outcome of my audit mission or my decisions, I would pause and challenge these thoughts. 

I asked myself, “Are these thoughts based on facts or are they just my fears?” This cognitive reframing helped me approach each day with a more balanced perspective, leading to a significant shift in my emotional state. 

From Thoughts to Results: As my emotions stabilised, my actions became more deliberate and focused. Instead of reacting defensively during audit discussions, I adopted a more curious and open stance. This shift did not go unnoticed. The audit team responded positively to the change in my demeanour, cooperation improved, and together, we were able to address issues proactively.

The Impact of CBT on Leadership in Internal Audits

My personal experience with CBT has convinced me of its immense value in leadership, particularly in the high-stakes arena of internal audits. Here’s why:

1. Decision Making

CBT equipped me to manage stress and uncertainty, enabling clearer thinking. This clarity is crucial when making complex decisions that will affect the effectiveness and efficiency of the company’s processes under review. 

• Managing Stress and Uncertainty: CBT equipped me with tools to manage stress more effectively, primarily through techniques like cognitive reframing and mindfulness. For instance, during the audit planning phase, the uncertainty of whether I would adequately assess the risks to properly define the scope of the audit could trigger a stress response, clouding judgement. CBT taught me to recognize and reframe these stress-induced thoughts. Instead of viewing uncertainty as a threat, I began to see it as an opportunity for emotional improvement and growth. This shift in perspective reduces anxiety and facilitates a more rational approach to decision-making.

• Achieving Clarity in Thought: Clarity in thought is paramount in the realm of internal audits. Each decision, from the scope of the audit to the interpretation of its results, needs to be made with precision and objectivity. CBT techniques like “thought records” helped me log and analyse my thoughts, distinguishing helpful thoughts from unhelpful ones. This practice encouraged me to question and validate my assumptions and biases, leading to more informed and clear-headed decisions. For example, if I initially felt hesitant about including a particularly sensitive area in the audit report due to potential pushback, this technique would prompt me to evaluate this decision based on risk assessment and organisational benefit, rather than personal apprehension and fears. 

• Enhancing Problem-Solving Skills: CBT fosters an analytical mindset that is crucial for problem-solving in audits. By training to break down complex problems into smaller, more manageable components, I could tackle them systematically. This approach is especially useful in the phase of audit reporting, when structuring and classifying findings and presenting them in a simple and thorough manner. 

2. Team Dynamics

The change in how I handled my emotions and responses also altered my team’s dynamics. We moved from a culture of apprehension to one of openness, which is vital for effective audits.

• Leading by Example: My journey with CBT began with personal changes in how I handled emotions and responses under pressure. As I learned to manage my stress and react more constructively to unexpected challenges, I started to model these behaviours for my team. For example, during a particularly tense audit, instead of showing frustration or jumping to conclusions, I demonstrated calmness and a methodical approach to addressing issues. This behaviour set a new tone for the team, showing that challenges could be met with a composed and rational approach.

• Fostering Open Communication: By applying CBT, I became more receptive to feedback and encouraged team members to express their thoughts without fear of negative repercussions. We instituted regular feedback sessions, where team members could express concerns, or offer suggestions for improvement without judgement. This openness not only helped in identifying potential issues early on, but also in finding innovative solutions collaboratively.

• Building Trust and Empathy: CBT helped me understand the importance of empathy in leadership. Recognizing and addressing my own emotional reactions enabled me to better understand the emotions of my team members. This understanding led to greater trust within the team. For instance, if a team member seemed unusually stressed or was struggling with a particular aspect of the audit, I would immediately provide support. This empathetic approach helped in building a supportive work environment, crucial for dealing with the high-pressure demands of audits.

3. Sustainable Performance

Through CBT, I learned to manage long-term stress, which is essential for sustaining performance without burnout in the relentless cycle of audits.

• Recognizing Stress Patterns: The first step was to recognize my stress patterns and understand the specific situations or thoughts that trigger stress responses. For instance, the anticipation of a complex audit or the fear of discovering significant issues that would, in my mind, lead to resistance from auditees, often triggered unnecessary stress. By becoming aware of these patterns, I could address them proactively. Techniques such as journaling and celebration allowed me to track these triggers and analyse my reactions to them, which was the first step towards managing them more effectively.

• Cognitive Reframing: One of the most powerful tools I learned is cognitive reframing, which involves changing negative or unhelpful thoughts into more positive, constructive ones. When facing a daunting audit schedule, instead of thinking, “This is impossible; we can’t possibly cover everything adequately,” I learned to reframe these thoughts to, “This is challenging, but an excellent opportunity for us to prioritise and focus on critical areas.” This reframing not only helped reduce stress but also encouraged a more solution-oriented approach within the team.

• Building Resilience: CBT helped in building resilience by improving emotional regulation and adaptive coping strategies. Understanding that stress is a reaction to our thoughts about events, rather than the events themselves, empowered me to handle pressure more constructively.

Integrating CBT into my leadership approach has not only transformed how I lead teams, but also how I view challenges and opportunities within my professional and personal life. It has taught me that by changing my thoughts, I can change my entire approach to my work and interactions. 

For any leader in internal audit or beyond, I advocate exploring how your thoughts influence your results, not just for your professional toolkit, but for your personal growth and well-being.

This journey has taught me that leadership is not just about leading others, but about understanding and managing oneself first. In the world of internal audits, where pressure and expectations run high, this technique provides a beacon that can guide auditors to not only survive an audit mission, but to thrive.

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