So, how do we break this barrier down? How about by being strategic in how we work our way into the strategy process! Often, compliance professionals want to go from no role to a full, voting member of the strategy team all in one step. This is unrealistic. A more gradual process is more likely to be successful. Start by simply proving the value of a compliance function. Show the many benefits compliance has for the organization. If you haven’t figured that part out, you won’t get anywhere.

Next, work on being invited to strategy meetings purely as an observer. Just listen to what’s being discussed. Resist the urge to chime in on the discussion unless invited. Later, work towards an advisory role, simply coming prepared to share information about compliance risks regarding a proposed initiative, without concluding one way or the other about whether the potential benefits are worth the risk. Only after patiently going through these phases can you expect to be asked your opinion on strategic issues.

Maybe the whole “seat at the table” expression is part of the problem. A seat is not necessarily a voice. And a voice is not necessarily a vote.

Getting invited to strategic planning meetings can have numerous benefits. At its best, compliance can be part of the decision-making process, assisting in establishing strategic priorities. But even if a decision-making role is not involved at the outset, simply listening to what is being discussed can enable compliance to be much more proactive in identifying and assessing compliance risks, thus better preparing the organization for those risks once the selected strategy is implemented.