For many organizations, internal audits are viewed with a sigh—an unavoidable box to tick, a “necessary evil” to keep the ISO certificate alive. I’ve seen the nervous glances, the last-minute document shuffles, and the pre-audit jitters. Perhaps link being on a blind date!
It’s as if the auditors are coming in with magnifying glasses and gavels, hunting for flaws. But this mindset not only undermines the true potential of audits—it robs organizations of their most underused tool for improvement.
As a consultant with decades in the maritime and manufacturing sectors, I’ve walked the audit floors, sat through tense debriefs, and watched the metamorphosis of audits from fear-inducing rituals to value-generating dialogues. The shift? Moving from a policing mentality to a partnering mindset.
Perception of Audits as a “Necessary Evil”
The term “audit” often brings to mind scrutiny, judgment, and paperwork. This perception is rooted in how audits have traditionally been conducted: checklist-driven, compliance-obsessed, and focused on what’s wrong rather than what can be better. Perhaps more inspections and perhaps from inspectors moved into auditor roles without any formal training such as QMII’s ISO 14001 Lead Auditor training. For some, audits feel punitive, as if the aim is to catch people failing rather than help systems succeed.
I recall a manufacturing facility where the internal audit was treated like a fire drill. Staff scrambled to “look compliant,” while actual process improvement took a backseat. Unsurprisingly, audit fatigue was high, and few saw the value in the exercise. Something had to change.
Repositioning Audits as Improvement Catalysts
The first step in turning audits into powerful tools is to reposition them—not as ‘compliance’ checks, but as improvement opportunities. Internal audits should be conversations about what’s working, what isn’t, and where we can do better.
One manufacturing client shifted their approach by embedding auditors in process walk-throughs, encouraging them to ask: “How does this process help achieve our goals?” This subtle shift—from enforcing rules to exploring relevance—sparked eye-opening discussions and real innovation.
Defining the Auditor’s Role: Partner, Not Police
To create value, internal auditors must adopt the role of a partner, not a policeman. The goal is not to “catch” people but to coach them. Auditors should walk in as critical friends—those who care enough to be honest, but who also seek understanding before judgment.
This “critical friend” mindset requires emotional intelligence. It means balancing candor with curiosity and being willing to say, “Help me understand why this is done this way,” rather than, “This doesn’t comply.”
Designing Value-Driven Audits
Traditional audits often reduce processes to checkboxes. But in a dynamic, risk-filled world, checklists cannot capture complexity. Valuable internal audits are process-based, exploring how work flows across departments, where handoffs occur, and where risk hides.
For instance, in a logistics operation I supported, a process-based audit revealed that delays weren’t due to faulty documentation (the checklist item), but due to misaligned scheduling between inbound and outbound teams. The issue wasn’t conformance—it was communication.
Equally important is to make audits risk-focused. Instead of asking “Are we following the procedure?”, ask, “Where could this process fail—and what would be the impact?” This moves the conversation from hindsight to foresight.
Audit Planning with Purpose
Not all processes need the same audit attention all the time. Value-driven audits begin with strategic planning—choosing audit topics that align with business objectives, customer feedback, or recent changes. This targeted approach makes audits relevant to leadership and operational staff alike.
Rotating internal auditors is another powerful lever. When fresh eyes look at familiar processes, blind spots become visible. A new auditor may ask questions that long-timers have stopped considering.
Conducting Insightful Audits
During the audit itself, the tone matters. Avoid the trap of interrogation. Instead, engage in a constructive dialogue. People are more forthcoming when they sense genuine curiosity and trust.
Rather than focusing solely on inputs (“Do you have a procedure?”), audit outcomes and interfaces. For example, are the intended results being achieved? How does this department’s output affect the next? This approach surfaces systemic issues—not just isolated gaps.
Post-Audit Follow-Up: Driving Sustainable Change
An audit’s impact depends on what happens next. Action plans must be co-created with process owners, with clear timelines and responsibilities. Ownership drives accountability.
But more importantly, focus follow-ups on systemic improvements, not just quick fixes. I often ask clients, “What failed in the system that allowed this issue to occur?” This is where tools like root cause analysis become critical. (Explore our Root Cause Analysis Problem Solving Workshop).
Building Auditor Capability
A good auditor is not just trained—they’re coached. Organizations should invest in auditor development that emphasizes not only the ISO standards, but also empathy, systems thinking, and curiosity.
At QMII, our ISO 9001 Lead Auditor Training equips auditors not just to assess compliance, but to facilitate improvement conversations. We teach them to listen deeply, question intelligently, and navigate complex organizational dynamics with tact.
Conclusion: Internal Audits as Management’s Mirror
Internal audits, when done right, reflect the truth of how the system operates—not how it was designed to operate. They act as a mirror for management, revealing blind spots, cultural barriers, and improvement opportunities.
Let’s move away from audits that induce fear toward those that inspire insight. Let’s make audits sought-after activities—not just tolerated ones. By embracing the partner mindset, designing risk-based audits, and investing in auditor capability, we can make internal audits not just a means to keep certification, but a catalyst for transformation.
