As a compliance function, how do you optimise the collaboration with the business without compromising on the continuous observation of rules?

Group Internal Audit (GIA) of Danske Bank defined the following three competence goals for the 77 employees and executives in Denmark and approximately 25 executives and employees from Sweden, Norway, Russia, Finland, Poland, Estonia, Latvia, Lithuania and Northern Ireland.

Working determinedly with developing trust and relations as part of the communication task, and in this context being able to coordinate a shared picture of what benefits the overall business. Conveying clear and difficult messages, convincing the customer to accept even a “red report” with a “yes please”.

Handling both resistance and difficult conversations when meeting primary stakeholders and customers, including being able to work on the basis of a graduated communication process (as opposed to “statue revelations”)

 

The solution we designed

The solution was a two-day intensive course where the participants worked on their own real cases and through e.g. role playing they practised new forms of communication and the use of specific tools. Among these were storytelling, handling of resistance, conducting difficult meetings and confidence-inspiring communications.

 

What was the outcome

All employees were equipped with specific well-proven tools and a common language that were subsequently implemented in the daily practice. In addition to this, GIA was presented with a new way of presenting the work of the department that puts the receivers in the central role and places GIA as the helper. The result is a high degree of trust in GIA’s role as a combination of adviser and controller.

 

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Group Internal Audit (GIA) of Danske Bank defined the following three competence goals for the 77 employees and executives in Denmark and approximately 25 executives and employees from Sweden, Norway, Russia, Finland, Poland, Estonia, Latvia, Lithuania and Northern Ireland.

Working determinedly with developing trust and relations as part of the communication task, and in this context being able to coordinate a shared picture of what benefits the overall business. Conveying clear and difficult messages, convincing the customer to accept even a “red report” with a “yes please”.

Handling both resistance and difficult conversations when meeting primary stakeholders and customers, including being able to work on the basis of a graduated communication process (as opposed to “statue revelations”)

 

The solution we designed

The solution was a two-day intensive course where the participants worked on their own real cases and through e.g. role playing they practised new forms of communication and the use of specific tools. Among these were storytelling, handling of resistance, conducting difficult meetings and confidence-inspiring communications.

 

What was the outcome

All employees were equipped with specific well-proven tools and a common language that were subsequently implemented in the daily practice. In addition to this, GIA was presented with a new way of presenting the work of the department that puts the receivers in the central role and places GIA as the helper. The result is a high degree of trust in GIA’s role as a combination of adviser and controller.

 

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Group Internal Audit (GIA) of Danske Bank defined the following three competence goals for the 77 employees and executives in Denmark and approximately 25 executives and employees from Sweden, Norway, Russia, Finland, Poland, Estonia, Latvia, Lithuania and Northern Ireland.

Working determinedly with developing trust and relations as part of the communication task, and in this context being able to coordinate a shared picture of what benefits the overall business. Conveying clear and difficult messages, convincing the customer to accept even a “red report” with a “yes please”.

Handling both resistance and difficult conversations when meeting primary stakeholders and customers, including being able to work on the basis of a graduated communication process (as opposed to “statue revelations”)

 

The solution we designed

The solution was a two-day intensive course where the participants worked on their own real cases and through e.g. role playing they practised new forms of communication and the use of specific tools. Among these were storytelling, handling of resistance, conducting difficult meetings and confidence-inspiring communications.

 

What was the outcome

All employees were equipped with specific well-proven tools and a common language that were subsequently implemented in the daily practice. In addition to this, GIA was presented with a new way of presenting the work of the department that puts the receivers in the central role and places GIA as the helper. The result is a high degree of trust in GIA’s role as a combination of adviser and controller.

 

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