President Message

School’s Out for Summer and the Central MO IIA is closing its books onanother great year.

Thank you to all the Board members and volunteers who served duringthe 2016-2017 year: Jocelyn Harrison (Vice President-Programs) Terra Luebbering (Vice President-Membership) Holly House (Secretary) Julie Zerr (Treasurer) Kim Bolin (Board Member) Nicki Russell (Board Member) Jon Halwes (Board Member) Kristine Schrimpf (CAP Management) Joan Imhoff (MAP Management)

For 2017-2018, we have a change to one of our Board positions. NickiRussell will be stepping down from the Central MO IIA Board and KristineSchrimpf will be taking that position. Nicki has served in various capacitieswith the Board of the Central MO IIA since 2007; with positions ranging fromthe VP of Membership, to President in 2011; to Secretary in 2014, and mostrecently a Board member. Nicki’s significant contributions include, but arenot limited to, the award winning Chapter Newsletter and the creation ofthe MAP (Membership Appreciation Program). Thank you, Nicki, for yourleadership in our Chapter!

As Internal Audit Awareness Month comes to an end, I want to thankeveryone for helping bring awareness to our profession. Doing so enhancesthe business community’s knowledge of the essential role internal auditingplays in strong organizational governance, internal control, and effectiverisk management. Quite an important role in any organization!

Have a great Summer!

If you have any questions or concerns please contact me atwrightsj@umsystem.edu.

Stacy WrightPresident

Inside This Issue

1 PresidentMessage

2 CAP Summary

2 ProgramsSummary

3 UpcomingPrograms

4 MembershipUpdate

5 May Programs

5 May Photos

8 IIA AwarenessMonth

9 Industry Article

IIA News & Chapter Report

VOLUME 24 ISSUE 1

June 2017

Central Missouri Chapter

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Cap Summary

**Our target for CAP is to reach the Gold (Platinum) status, which is 1,560 points. To reach theBronze level (minimum target) we need 685 points, and to reach the Silver level status weneed 1,060 points.

Programs Summary

Month/Year Topic CPE Credit

August 2016 Fraud in the Public Sector 1.5

September2016

Methods for Improving Efficiency & Effectiveness: ADeeper Look at Six Sigma, LEAN, and Baldrige

4

October 2016Evaluating Compliance with FMLA, ADA, and USERRA

Requirements2

November 2016Scary Fraud Scheme Stories About Perpetrators and

Fraudsters1

February 2017

Crossing the Ethical Boundary: Insights from a FraudInvestigator

Fraud & Embezzlement: Lessons From the Trenches

4

March 2017 Audit Never Sleeps & Report Writing 3

April 2017 Relationship Development & How to Plan Workshop 8

May 2017Sunshine Law & Signs of Deception (Behavioral

Analysis)3

The following is the status of the Chapter Achievement Program (CAP) points for our chapter asof February 2017:

CategoryMinimum for

BronzeChapter Points

(to Date)Balance toMinimum

I. Service to Members 325.00 1,268.29 ACHIEVED!!!II. Service to Profession 200.00 408.27 ACHIEVED!!!III. Chapter Administration 160.00 325.00 ACHIEVED!!!

685.00 2,001.56

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Upcoming Programs

Date Topic CPE Credit Location

June 22, 2017MAP Luncheon

CHARGE (Create Habits Around RealGoals Everyday)

1CanterburyHill Winery

July 19, 2017AGA/IIA Joint Event – Fraud 101 &

Deterring Billing Schemes4

HawthornBank

CommunityRoom

September 13, 2017Whom Do You Trust? The Psychology

of Professional Skepticism & BrainGames for Auditors

8TBA

November 14, 2017Economic Update – Where Are WeNow and What is on the Horizon?

4TBA

June 2017 Members Only Webinar:

27-June-2017

Members-only Webinar: Strengthening an Organization’s Risk Culture: IA Can Play a Critical Role

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2017-2018 Board Members

PresidentStacy WrightUniversity of Missouriclarkandstacy@hotmail.com

Vice President - ProgramsJocelyn HarrisonJossieHarrison@gmail.com

Vice President - MembershipTerra LuebberingMIB Banc Services, LLCtluebbering@mibanc.com

TreasurerJulie ZerrCentral BankJulie_zerr@centralbank.net

SecretaryHolly HouseMidwest Independent BankHHouse@mibanc.com

Board MembersJon HalwesState Auditor's Officejehal@email.com

Kim BolinPublic Service CommissionKim.Bolin@psc.mo.gov

Kristine SchrimpfUniversity of Missourischrimpfkr@umsystem.edu

WebmasterLori MeltonState Auditor's OfficeLori.Melton@auditor.mo.gov

Membership Update

Central MO IIA Membership Statistics

06/01/2017

Total Active Members 230

Membership Lapsed 2

Transferred Membership to different chapter 0

Transferred Membership from different chapter 0

Government Membership 184

New Members Added in Month 0

Check out our new group page on Facebook…

Our local chapter can be found be searching for Central

Missouri IIA. Join our group!

We are looking for volunteers! If you are interested inbecoming more involved with our local chapter,please contact us at centalmoiia@yahoo.com

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May Program: Sunshine LawPresented by: Casey Lawrence, MO Attorney General’s OfficeMay 18, 2019

Article By: Bobbi Enslen, CPA

Casey Lawrence presented an overview of the Open Meetings and Records Law (commonly referredto as the Sunshine Law). She went over who is required to comply with the law, what constitutes apublic record, and the difference between open and closed records. In addition, Casey talked aboutthe requirements for making these records available to the public through a custodian and the feesthat may be assessed for copying costs and employee time. Finally, she talked about whatconstitutes a public meeting and the notices, agenda, and minutes that must be made available, aswell as procedures and requirements for closed session meetings.

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May Program: Signs of DeceptionPresented by: Corporal Darrin Haslag and Sergeant Shawn GriggsMay 18, 2019

Article By: Robert Mason, MODOT Auditor

Corporal Darrin Haslag and Sergeant Shawn Griggs provided the following definition for a lie, “A lie

is an intentional statement for the purpose of deception.” Darrin explained that everyone lies on

occasions. We were provided with a list of possible reasons why a person may lie. We learned that

there were three basic types of personalities when it comes to lying: moral, immoral, and amoral.

The differences between interviews and interrogations were explained. Interviews are usually less

the one hour with the purpose of obtaining facts. Interrogations can last much longer that an hour,

are more specific in nature, and can be confrontational. The importance of a proper physical

environment for conducting interviews was explained with an emphasis on maintaining a private

setting with no barriers between the interviewer and interviewee. Other items noted were the

importance of chair placement, chair type, firm handshake, and appearance. We learned the

importance of using rapport to establish a base line for behavior analysis by asking questions people

rarely lie about, like do you have children. The many signs of deception in interviews were

explained, which included acting unconcerned, easily being angered, slouching, yawning, grooming,

scratching, supporting head, and many more. The importance of listing and leaving pauses (dead

silence) in between open-ended questions to determine the, (what, when, where, and why) answers

we are seeking in interviews were explained. Yes and no questions should be avoided in interviews

and the interviewee should do 70%-80% of the talking. We were warned of the dangers of relying

on first impressions and examples of law enforcement relying too heavily on first impressions were

provided. An example of an accused law enforcement officer exhibiting signs of deceptions thru

body language was provided to show how hard it is for a liar to hide deceptive body language. We

were also give examples of how specific questions can be used to help identify a guilty party such as

“What kind of person would do this”, and “if you were guilty of embezzling funds, how would you

pay the funds back”.

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Corporal Darrin Haslag

&

Sergeant Shawn Griggs

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5 Tips for Managing Conflict in the Workplace

We are all human, and as long as we do not turn into robots, it is inevitable we will occasionallyexperience conflict in the workplace. However, as managers of finance and accounting teams,wouldn't you prefer to oversee an environment where coworkers do not clash, friction doesn'tescalate into head butting and everyone works to their full abilities?

In an Accountemps survey, CFOs said they spend six hours a week, on average, managing conflictingparties on their staff. Some of the executives (17 percent) say they spend a quarter to more thanhalf of their precious time dealing with conflict in the workplace.

Sound familiar? Just think what you could do with those six hours a week if you did not have tomanage all those disagreements that erode into discord. Follow these five ways to encourage yourworkers to get along with others in the office:

1. Promote the flow of communication

Putting your head in the sand really does not help when there is conflict in the workplace. Problemsrarely resolve themselves on their own and can even become worse if they are not addressed. Sobe proactive.

Encourage those on your team who are having difficulty with a coworker to get their disagreementsout in the open while they are still small. Here are some hints you can offer them:

Ask your coworker with whom you are not seeing eye to eye to name a time when it wouldbe convenient for the two of you to meet, in a place where you will not be interrupted.

After laying out your point of view on the issue, listen carefully to what the other person hasto say, show empathy, avoid interrupting, and ask questions to clarify what was said.

Identify points of agreement and disagreement, and ask if your coworker agrees with yourassessment.

Express your desire to work out a solution and discuss ways to resolve your conflict.

2. Practice what you preach

Managers, of course, need to lead the way with communication. Here are some suggestionsexecutives have to prevent conflicts while building rapport with their teams and colleagues:

Don’t take yourself too seriously. Take an interest without participating in office politics. Nip rumors in the bud by offering accurate and up-to-date clarifications. Project an image of professionalism and good etiquette. Respect unique points of view, and do not criticize others publicly. Check in regularly, and show how you value other people’s input. Be honest, reliable and direct with your communication style. Build your relationships by inviting others to coffee or lunch outside of the office.

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3. Let your team know you can help

A critical component of leadership is developing a sense of what is important for you to do in timesof stress.

First of all, tell your employees that if they find themselves in over their head, or if they have triedto resolve a conflict and the negative, behavior continues to impede their work, they can talk to you.As a higher-up in your organization, you can provide recommendations and bring in anothermanager or someone from human resources mediation.

Some suggestions for helping people work together:

Use your best listening skills so you can readily identify their concerns and the root cause ofthe problem,

Encourage the two sides to put aside their differences and find common ground — such asthe desire to help the company to succeed.

Make it clear that their cooperation is required, and then continue to monitor the situationso the issue does not fester and become worse.

When people believe their voices will be heard, they are more likely to perform at their best.Communication goes both ways, so inspire a relationship where they give you timely status reportsand feedback about difficulties or challenges.

4. View everything as a learning opportunity

Perhaps, conflict in the workplace could be seen in a positive light. For all the grief disagreementscan cause, there is an upside when your workers can learn from them. Differing opinions canstimulate innovation and give added impetus for team building.

Helping to resolve disputes can put those you manage in a better position to assume leadershiproles in your company. You can tell a temporary worker who wants to move into a full-time role thattact and diplomacy in dealing with conflict in the workplace can make a good impression onmanagement. Or let an employee know that effectively working well with others can helpwith career advancement.

5. Criticize gently and praise achievement

In a perfect world, everyone on your staff would be flawless at their jobs. But the reality is that theywill make mistakes, get into arguments, experience personnel problems, miss deadlines. When youneed to call attention to shortcomings, make it your goal to preserve each individual’s dignity. Meetin private and allow them to explain the problem and what might have led to it. Rather thanassigning blame, reframe a mistake or failure as a lesson, and focus on what might be donedifferently in the future.

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All professionals appreciate recognition, particularly when they have put in extra time or effort. Socelebrate resolution when your team achieves it. Even if they have made just small steps,congratulate them on the progress. They are not robots, after all!

This article is provided courtesy of Robert Half Management Resources, the premier provider ofsenior-level accounting, finance and business systems professionals to supplement companies'project and interim staffing needs. The company has more than 140 locations worldwide and offersonline job search services at www.roberthalfmr.com. Follow our blog at blog.roberthalfmr.com.