What Auditors Can Learn from Dale Carnegie About Listening

Dale Carnegie’s How to Win Friends and Influence People may not be required reading in audit shops, but maybe it should be. One of Carnegie’s core lessons, “Be a good listener, encourage others to talk about themselves,” is especially relevant for auditors. Auditing is a people-centered profession. Yes, we review documents and run data tests, but our most valuable insights often come from listening, really listening, to the people we audit.

So what does Carnegie’s advice mean for auditors in practice?

Let Others Talk, Especially During Interviews

It’s tempting to walk into an audit meeting ready to impress. We’ve done our background research, we’ve mapped out our questions, and we want to get through the agenda. But Carnegie reminds us that influence starts not with talking, but with listening. When we allow program staff to share their perspectives without interruption, even if we already think we know the answer, we build trust and often learn more than we expected.

Don’t Just Hear, Show You’re Listening

Carnegie didn’t just encourage passive listening, he encouraged active listening. That means nodding, taking notes, making eye contact, and occasionally paraphrasing to show understanding. Auditors can apply this in interviews by reflecting back what they’ve heard: “So if I’m understanding you right, the reason the reports are delayed is that the legacy system only updates weekly?”

That small moment signals respect and builds rapport, and it also helps ensure accuracy.

Resist the Urge to Correct or Catch People

In our line of work, we’re trained to spot inconsistencies. But Carnegie would caution us, pointing out mistakes too quickly can shut down the conversation. Instead of jumping in with, “But your policy says X,” consider a gentler approach:

“That’s helpful, I may have seen something a little different in the documentation, so maybe you can help me understand how that works in practice?”

Listening with curiosity, not confrontation, keeps doors open.

Make People Feel Heard, Even When They Disagree With You

During exit conferences or difficult discussions, people may vent frustrations or disagree with findings. Carnegie believed that people primarily want to feel understood. As auditors, that doesn’t mean backing down from a well-supported conclusion, it means making sure we’ve listened sincerely before we deliver it.

“I can see why that’s frustrating. It sounds like you feel the staffing shortages made it hard to comply with that requirement.”

Acknowledging someone’s viewpoint doesn’t weaken your audit, it strengthens your credibility.

Listening Builds Long Term Relationships

Audits don’t happen in a vacuum. If you’re a government auditor, chances are you’ll be back in the same agency next year. Carnegie knew that lasting influence comes from relationships, and relationships come from trust. When people know you’ll listen, they’re more likely to return your calls, provide timely evidence, and engage constructively, even when findings get uncomfortable.

Bottom Line: Auditors Don’t Just Need Technical Skills, They Need People Skills

Dale Carnegie wasn’t writing for auditors, but his advice couldn’t be more relevant. Listening well isn’t just polite, it’s strategic. The better we listen, the more we learn, the more accurately we report, and the more impact our work can have.

Auditing is ultimately about understanding, and understanding starts with listening.