There was no shortage of tumultuous times over the past year and a half. A global pandemic, isolation, social unrest, a tenuous election, fear, anxiety and, what I keep hearing over and over again, a shortage of hugs. But as Mark Greenblatt, CFE, Inspector General at the U.S. Department of the Interior, said today, we can come out of these difficult times with lessons learned and tools to have for the next challenge that comes our way.

In his session, “Leading Your Anti-Fraud Team Through Tumultuous Times,” Greenblatt shared what he personally learned over the past year when leading the U.S. Department of Interior’s office of the inspector general. He focused on three themes that arose and how each serve as vital keys to unlocking your team’s success in the future.

According to Nicole Babnick, HR director at Avalon Health Care and former attorney and investigator, one of the best ways to check your biases at the door is simply to acknowledge that you have them. This act of self-awareness emphasizes just one of the four areas that make up emotional intelligence (EI). And, according to Babnick, EI can make or break an investigative interview.

In her session, “Emotional Intelligence: The ‘Je Ne Sais Quoi’ That Sets You Apart,” Babnick discussed how self-awareness, self-management, social awareness and relationship management can each play a part in conducting a successful investigation. And, believe it or not, none of them have anything to do with your business acumen, where you went to school or what characteristics you were born with. While many of us attended the first day of the ACFE Global Fraud Conference to learn how to improve our auditing, compliance, risk management and other skills, those make up only half of what we need to be sharpening.

I don’t mean to be selfish, but boy did I need to hear Lisa Walker’s session this morning. Walker, Ph.D., MCC and owner of Walker Consulting LLC, spoke to attendees about how to effectively communicate, and thrive, during times of crisis.

Combine the pandemic with social unrest and we have the combination of heightened emotions, shifting priorities, tension, discomfort, moments of clarity and the most common word I saw in the chat room of the session, anxiety. But, as Walker pointed out, “We still have to be in control. We have work to do and we have to get things done.”

According to Jeremy Clopton, if you are asking yourself how to deal with millennials or what to do with baby boomers in the workplace, you are asking the wrong questions. “The worst thing you can possibly do is say how do I manage 'the millennials,'” Clopton said. “You don’t have a millennial or a boomer; you have an employee.”