By Jackie Stapleton

This is business of the 22nd century, where scrutiny on every element of an organization is higher than ever. ISO certifications have traditionally been low return investments—often seen as a cost and burden rather than a value-adding asset.

In line with that, auditors have traditionally been viewed as record-sighting annoyances, operating under the pretence of adding value, but often instilling fear that resisting their findings could lead to harsher audits or even failure.

However, it doesn’t have to be this way at all. Audits can be extremely valuable and provide high returns on effort and investment. The responsibility to ensure this lies equally with both the auditor and the client.

I once audited a company where the team was visibly tense the moment I walked in. They had dealt with auditors before who treated the process like an interrogation, demanding documents and answers without any consideration for the staff’s time or feelings. However, instead of following that approach, I took a moment to break the ice with a light-hearted story about my last name, Sanders.

It got everyone laughing, and the atmosphere immediately shifted. By the end of the audit, the team was not only relaxed but also actively engaged in discussing ways to improve their processes. It was a reminder that audits don’t have to be a source of stress—they can be an opportunity for growth and collaboration.

1. Nail the Opening Meeting: Set the Tone and Value

Coming in relaxed, clear-minded, and ready to connect with the client sets the stage for a successful audit. Remember, how you present yourself will influence how your client feels. If you’re calm, they will be too. The tone you set in the opening meeting paves the way for the rest of the audit process.

• Humility and Approachability: Auditors should avoid developing a power complex. Instead, work with the client, prioritize their time, and maintain respect for their processes.
• Bring Energy and Personality: Clients often appreciate auditors who bring personality and energy into the room. This makes the process feel less like an interrogation and more like a collaboration.
• Setting Clear Intentions: Establishing that the audit is a collaborative process from the outset helps in building a strong relationship with the client.

2. Ask Beautiful Questions: Create Valuable Dialogue

Not all questions are created equal. Great questions don’t just seek answers; they lead to more questions, driving deeper insights and better understanding. Always end the opening meeting by asking, “If you could get anything at all, what would you really like to get out of this process?” Then, listen carefully and allow the discussion to unfold.

3. Conduct a Valuable Audit: Focus on the Business, Not Just the Standards

A great audit goes beyond the checklist. It’s about understanding the business and how it meets the standards. This approach not only helps in identifying areas of improvement but also in making the audit a valuable experience for the client. The best auditors don’t just look for compliance—they look for value in the client’s business operations.

4. Closing the Loop: Ensure the Experience is Memorable

When it’s time to wrap up the audit, clients usually care most about two things: the result and the findings. Keep the closing meeting concise, focus on the outcomes, and ensure that the client feels valued. Frame non-conformances as opportunities for improvement, not just failures, and always revisit the client’s initial concerns to confirm they’ve been addressed.