Kellogg’s purpose is to educate, equip and inspire brave leaders who create lasting value. Provide a recent example where you have demonstrated leadership and created value. What challenges did you face and what did you learn?

During my third year at TTT, Sam, the Senior on my government audit, was detained by a prior client, and I was left to lead the government audit. This audit was unique as our firm was required to hire two subcontractors—a Staff, Alicia, and a Senior, María—from a minority-owned firm to perform most of the testing, but TTT was responsible for directing the work. Both subcontractors reported to me and I was responsible for managing workflow and reviewing work.

This created a unique dynamic in that María had more years of experience than I did; moreover, she had two years of previous experience with our client. As I began the scoping, I quickly realized that not only would there be significantly more work “in scope” this year, but also the internal control testing needed to be completely redesigned.

The first thing I did was schedule a call with my TTT Senior Manager and Sam to discuss my concerns, both of whom agreed that I would need to redesign the testing. María, however, was indignant at the insinuation that she had executed prior year audits incorrectly. She also expressed concerns about the additional time that might be required to correct the identified issues.

To address her concerns and frustration, I met with María right away. I assured her that the audit in prior years had been flawless but the scoping provided by my firm was incorrect. I also walked her through the new control testing methodology. Ultimately, the redesign would require only a slight increase in billable hours in the current year but would significantly decrease the hours in future years, creating value to both the audit team and the client. I further explained to María that the previous internal control testing regimen did not provide sufficient audit evidence to verify compliance with government regulations, so making these updates early would save us all the inconvenience of having to perform additional testing later on.

This discussion was a turning point in my relationship with María. I acknowledged her strong operational understanding of the client and the audit procedures and she recognized my organizational and strategic abilities. Communication and camaraderie within the team improved ten-fold and the audit operated with great efficiency and speed.

My experience leading María taught me how important it is to maintain open communication and obtain buy-in from the team regarding new changes. I also learned to better leverage the strengths of different team members. Having María’s support made a world of difference as she used her strong relationship with the client to help troubleshoot the implementation of the new audit plan, identifying alternate ways to test the internal controls and contribute to our success.