Over the years, I have read countless external quality and peer review reports on internal audit functions. The reports typically include an assessment of whether the department was conforming to the appropriate standards (either IIA standards or Generally Accepted Government Auditing Standards). The results of the reports were often informative and of great interest to the CAE and others. But I was often frustrated because they failed to address an important intangible: what was the stature of the internal audit department in the organization?

Stature is an interesting word. When applied to an individual, it is often used in reference to physical appearance (one’s height). But it is also used when discussing the “importance or reputation gained by ability or achievement.” When used this way, stature can be applied to an individual or organization.

As a lifelong student of internal audit, I have always been fascinated at how varied the stature of internal audit functions can be. In some companies/organizations the internal audit function is seen as a necessary element of the system of risk management and controls. The function is seen as effective, but not remarkable. In other organizations, internal audit is viewed with respect: recognized and admired for the value it brings. These contrasting views of stature exist in many instances despite the fact that the internal audit departments are operating under virtually identical charters, following the same set of internal audit standards and reporting to the same level within their respective organizations. So, why then is the stature of one so much greater than the other?  

What I came to realize over the years was that internal audit’s stature is earned – not granted! Stature is not a title bestowed by decree of the CEO or even the audit committee; rather, stature accrues over time as internal audit consistently demonstrates its effectiveness, value to the organization, and the respect it commands from stakeholders. No organization inherently respects internal audit from day one. It is up to internal auditors to prove their value. Whether you are leading an audit function in a multinational company, a government entity or a small company, here are the ways I believe you can build and maintain the stature your internal audit function deserves.

1. Focus on Adding Value, Not Just Compliance

A phrase I have often used is, “If internal audit is seen merely as the corporate police force, it will never command respect.” Internal auditors must view their role not just as compliance checkers but as value creators. The goal is not simply to find what’s wrong but to provide insights that can drive improvement and efficiency.

To earn respect, internal auditors should shift their mindset from “what’s wrong” to “what could be better.” An internal auditor who adds real, measurable value becomes a trusted advisor. A mindset that combines operational insight with a deep understanding of governance and risk management will command the attention and respect of management and the board.

2. Know the Business Inside and Out

One of the most common complaints I hear from executives about internal auditors is that they “don’t understand the business.” To gain credibility, internal auditors must be fluent in the language of the business they audit. That means understanding its strategic objectives, the challenges it faces, and the regulatory landscape in which it operates.

Chief audit executives should ensure their teams are not only competent in internal audit methodology but also have the industry-specific knowledge to offer relevant and actionable insights. We must immerse ourselves in the business, attending strategy sessions, learning about operational nuances, and staying informed about emerging industry risks. When audit recommendations reflect this understanding, they are far more likely to be valued and acted upon.

3. Independence and Objectivity: The Cornerstones of Stature

In describing the highly respected internal audit departments I encountered over the years, there are two words come I use over and over: independence and objectivity. These are non-negotiable. Without independence, internal audit risks becoming little more than an extension of management. Without objectivity, its recommendations lose credibility.

Building stature requires the courage to tell the truth, even when it’s uncomfortable. Internal auditors must have the confidence to remain neutral and avoid internal politics. That doesn’t mean being adversarial—it means being objective, consistent, and transparent in everything you do. Independence is the foundation upon which much of the respect for internal audit is built.

4. Fostering Relationships Without Compromising Integrity

Respect for internal audit grows out of relationships—but here’s the key: these relationships must never compromise your integrity. It’s a fine line. On one hand, internal auditors need strong relationships with management, the board, and other stakeholders to be effective. On the other hand, if those relationships cloud your independence, your credibility is at risk.

In all my years in this profession, I’ve learned that internal audit leaders who command respect are those who can balance these dual responsibilities. They foster collaborative relationships by understanding the needs of the business, but they never allow those relationships to weaken the objectivity and rigor required of an auditor.

An effective internal auditor builds relationships that are founded on trust, not favoritism. A healthy respect for internal audit comes when those in the organization view internal auditors as partners in the journey to success, not as antagonists or “corporate police.”

5. Delivering Results with Impact

Nothing builds stature faster than delivering results that matter for beleaguered executives. One of the most profound shifts in internal auditing over the last decade has been the emphasis on outcomes, not outputs. Internal audit engagements that result in real, measurable improvements are far more valuable than reports that sit on  the proverbial shelf collecting dust.

The goal of every audit should be to offer recommendations that lead to tangible improvements in processes, controls, and risk management. Internal audit functions that enjoy a high stature have moved from simply identifying issues to offering solutions that are practical and implementable. Internal auditors who deliver these kinds of results not only gain credibility but also earn a seat at the table during important decision-making discussions.

6. Communicating Effectively

Even the best audit insights lose their impact if not communicated effectively. Internal auditors who rise to the top are those who know how to communicate findings in a way that resonates with their audience. This means being clear, concise, and constructive.

Executives and boards don’t want overly technical jargon; they want to know what the key risks are and how they can be mitigated. When writing audit reports, internal auditors should focus on communicating in a way that makes their recommendations actionable. Equally important is to monitor actions to ensure those recommendations are being implemented. Stature is earned when internal audit is seen as a catalyst for change, not just an observer.

7. Embracing Change and Adapting to Emerging Risks

One of the most challenging aspects of modern internal audit is the constant state of change in the business environment. Whether it’s the rapid pace of digital transformation, shifting regulatory landscapes, or unexpected global events like the COVID-19 pandemic, internal audit must remain agile and ready to adapt.

It has been said that “agility is the lifeblood of internal audit in the 21st century.” Internal auditors who stay ahead of emerging risks and demonstrate an ability to adapt to these shifts are far more likely to earn respect from their peers and leaders. This means investing in continuous learning, embracing new technologies like data analytics, and updating audit practices to remain relevant.

Internal auditors that fail to adapt risk being seen as outdated or irrelevant. Those that embrace change are seen as forward-thinking and essential partners in guiding the organization through uncertainty.

8. A Commitment to Ethical Excellence

The stature of internal audit rests heavily on its commitment to ethics. In organizations where integrity is a core value, internal audit is often seen as a gatekeeper of ethical conduct and governance. Internal auditors must lead by example, adhering to the highest ethical standards in everything they do.

When we uncover misconduct or ethical breaches, how we handle those findings can make or break our credibility. An internal audit team that approaches these situations with professionalism, discretion, and a commitment to transparency will always be seen as a trusted and essential part of the organization.

It bears repeating that stature in internal audit is not granted; it is earned through consistent performance, credibility, and a commitment to adding value. By focusing on delivering results, maintaining independence, understanding the business, and fostering strong relationships, internal auditors can earn the respect they deserve from both management and the board.

Internal audit is one of the few professions where the respect you command is directly proportional to the value you deliver. If we can consistently demonstrate our relevance, objectivity, and ability to drive meaningful change, our stature will naturally grow within the organization.

In the end, the journey to earning internal audit stature is continuous—but with the right approach, it is a journey well worth taking.