The CAE’s Playbook: Building a Productive, Strategic Relationship with Your Audit Committee

Your audit committee can be your strongest ally—or a challenging roadblock. For Chief Audit Executives (CAEs), managing this relationship can feel like navigating a high-stakes game where every move counts. This isn’t just another connection in your organizational chart; it’s a partnership that can amplify the impact of your work—or limit it.

So, how do you make this relationship more than functional? How do you turn it into a productive collaboration, where you’re valued as a trusted advisor and strategic partner?

This playbook offers six essential strategies to help you build and sustain a balanced, productive relationship with your audit committee. Think of these as “power moves” that will establish trust, set clear expectations, and maximize the value your internal audit function brings to the table.

Ready to dive in? Let’s get started.

1.?Establish a Shared Understanding of Internal Audit’s Purpose

If there’s one thing that can derail a CAE-audit committee relationship, it’s a lack of clarity on what internal audit is actually there to do. Misunderstandings about your team’s purpose can lead to undervaluation, unrealistic demands, or even friction. It’s up to you to set the record straight from the start and ensure everyone is aligned.

Power Move:?Begin each year—or whenever new members join—with a “mission briefing.” Walk the committee through internal audit’s role, responsibilities, and boundaries, using your audit charter and frameworks like the Global Internal Audit Standards as touchstones. Keep it straightforward and avoid technical jargon. Your goal is to create a shared understanding of internal audit’s purpose, so that the committee knows exactly what to expect and why your function matters. When you set this foundation, you’re already paving the way for smoother interactions and greater respect.

2.?Build a Relationship Based on Transparency and Trust

Trust is the currency of any successful relationship, and your audit committee relationship is no different. For the committee to trust your insights and judgment, they need to feel that you’re consistently transparent and candid. Trust doesn’t happen overnight—it’s earned through a steady pattern of openness and reliability.

Power Move:?Keep committee members in the loop with regular, concise updates on audit progress, key findings, and emerging risks. Consider using executive summaries or dashboards that keep the focus on what matters most. By delivering clear, relevant information without overwhelming them, you become someone they can rely on. It’s amazing how quickly trust builds when the committee sees you as a straight shooter who consistently delivers the insights they need.

3.?Clarify Expectations and Set Boundaries Early

Audit committees are there to provide oversight, not to get involved in day-to-day operations. But without clear boundaries, well-intentioned committee members can easily slide into operational territory, creating confusion and potential friction. Setting these boundaries is essential to keeping the relationship healthy and focused.

Power Move:?Early on, take the time to outline the boundaries between internal audit’s role and that of the committee. Use your governance framework as a guide, and don’t hesitate to spell out what your team can and can’t do. Reinforce that internal audit’s role is to provide independent assurance and insights—not to manage operations. When the committee understands these boundaries, they’re more likely to stay focused on their strategic role and allow you to focus on yours.

4.?Be Proactive About Communicating Risks and Challenges

Effective CAEs don’t wait for issues to escalate before raising them—they proactively bring potential risks and challenges to the audit committee’s attention. By doing so, you create a “no surprises” environment that strengthens the committee’s confidence in your oversight.

Power Move:?Establish a quarterly risk report that includes both current audit activities and any emerging risks you’re monitoring. This doesn’t have to be exhaustive—a high-level overview is often all that’s needed to keep the committee aware of what’s on the horizon. Proactively surfacing potential issues shows foresight and positions you as a strategic thinker who’s always looking out for the organization’s best interests.

5.?Encourage Constructive Feedback and Seek Continuous Improvement

The most productive relationships are built on open communication and a willingness to adapt. Don’t wait for the committee to come to you with concerns—proactively seek their perspective on how well internal audit is supporting their needs. This practice doesn’t just show humility; it signals that you’re committed to making your function the best it can be.

Power Move:?Schedule a formal feedback session at least once a year, where committee members can share their honest impressions of internal audit’s performance. Ask specific questions about what’s working well, what isn’t, and where they see room for improvement. Their input will help you fine-tune your approach, and it also demonstrates that you’re a CAE who listens, learns, and adapts to meet evolving needs.

6.?Invest in Education for the Audit Committee

Audit committee members come from diverse backgrounds, and many don’t have an in-depth understanding of internal audit or risk frameworks. A little education can go a long way in building common ground and creating more productive discussions. When committee members understand the basics of what guides your work, they’re better equipped to engage meaningfully with your insights.

Power Move:?Start each committee meeting with a brief “mini-education” segment. Cover one element of your frameworks—whether it’s a piece of the Global Internal Audit Standards or a recent trend in risk management. These quick, five-minute sessions build committee members’ knowledge over time and allow them to make well-informed decisions. This small investment pays off by keeping the committee informed, aligned, and ready for meaningful discussions.

Final Thoughts: Step Into Your Role as a Strategic Partner

Building a strong, balanced relationship with your audit committee is about more than reports and presentations. It’s about creating a foundation of trust, setting clear expectations, and embracing your role as a strategic partner who brings valuable insights to the table.

Remember, you’re not just there to serve the audit committee passively—you’re there to support and guide them in making well-informed decisions that align with the organization’s mission. Embrace that role. When you proactively manage this relationship with transparency, respect, and purpose, you position internal audit as an invaluable resource, not just a compliance function. Over time, you’ll find that the committee doesn’t just respect your insights—they come to rely on them to navigate risks and seize opportunities.

So take these Power Moves to heart, and step into your role with confidence. With the right approach, you can turn your audit committee into your strongest ally and create an internal audit function that’s primed to add value, anticipate risks, and support your organization’s success.