Integrity is the subject of an interview of Monika Skubalova, Compliance Officer, by Chris Lean, both with Aisa International CZ
If someone had told your younger self that you would spend your career in compliance, governance, and risk management, would you have believed them?
Not at all. I wanted to be a veterinarian. I’ve loved animals since I was a child and still do today. However, there was one problem: I faint at the sight of blood. I eventually chose a “cleaner” field. I smile about it now because, instead of animals, I help keep companies and their operations in good health.
What first sparked your interest in understanding how organisations work and why people make the decisions they do?
I have always been interested in why people make certain decisions—not just the right ones, but especially the wrong ones. Why does someone resist pressure, while another makes a compromise they later regret? I gradually realised that organisations are where human nature is revealed quite openly. Governance, risk, and corporate culture are, in reality, primarily about people.
Integrity is the alignment between what we say and what we actually do—especially when no one is watching. I believe it can be developed, but it requires courage. Every decision is an opportunity to strengthen it or, conversely, to weaken it.
Was there a defining moment when you realised your career would be centred on ethics and governance?
It wasn’t one specific moment. Rather, it was a gradual realisation that the most valuable work is the work that helps prevent problems before they happen. Compliance is not about finding culprits; it is about creating an environment where people and companies can function correctly in the long term.
Many people think of compliance as simply following rules. What attracted you to this profession beyond the regulations themselves?
The fact that it is not just about rules at all. I enjoy looking for connections, identifying vulnerabilities, and proposing solutions that genuinely help companies. Well-implemented compliance is not a barrier to business; on the contrary, it creates an environment where business can grow safely.
Was there a particular experience that convinced you this was the career you wanted to build?
Yes. When I first saw how a few seemingly minor shortcomings gradually escalated into serious business and personal problems. That was when I understood that prevention has far more value than crisis management once the damage is already done.
How has your view of compliance changed over the last few years? And what have you learned about human nature after working with risks for so long?
Compliance has changed significantly. It used to be seen as an administrative chore, but today it is increasingly part of a company’s strategic management. The biggest change, however, was in my perspective on people. Most problems do not stem from malice, but from overconfidence, haste, or the belief that “nothing will happen this time.”
Are organisations usually undone by poor systems or by human behaviour?
Systems can be fixed. Human behaviour is much more complex. Even the best process will fail if people stop asking questions, are afraid to point out a problem, or start believing that rules only apply to others.
When you meet a leadership team for the first time, are there signs that tell you whether a healthy culture exists?
Yes. I don’t look at presentations or organisational charts. I watch how people react to difficult questions, how they talk about their own mistakes, and whether they can admit that they don’t know something. Humility is a much better indicator of a healthy culture than bravado.
You often write about integrity. How do you define it in a business context? Can it be taught?
Integrity is the alignment between what we say and what we actually do—especially when no one is watching. I believe it can be developed, but it requires courage. Every decision is an opportunity to strengthen it or, conversely, to weaken it.
Have you ever had to challenge a decision because it conflicted with your own values?
Yes, repeatedly. Part of a compliance officer’s job is knowing how to say “no,” even when it isn’t popular. It’s not about seeking conflict; it’s about protecting the company from decisions that could have long-term consequences.
What do the best leaders you’ve worked with have in common?
They don’t need to prove their authority. They know how to listen, they take responsibility for their decisions, and they create an environment where people are not afraid to tell the uncomfortable truth.
Alongside your professional work, you’ve written books and built a literary blog. Where did your love of writing begin? What does writing give you that your day job cannot?
Writing has been with me since childhood. It is a space where I can slow down and look at the world through a different lens. Compliance works primarily with facts and evidence, while literature allows me to capture emotions, atmosphere, and human stories. Both worlds complement each other.
Does writing help you become a better compliance professional—or does compliance make you a better writer?
I think it’s both. Compliance has taught me precision, discipline, and critical thinking. Literature, on the other hand, reminds me that there is a human being behind every process.
Artificial intelligence is changing almost every profession. What fascinates you most about it? And what do you believe it will never replace?
Artificial intelligence is an interesting assistant. It can process large amounts of information very quickly or help identify patterns. I see it as a tool, not a replacement for a person. When it comes to professional judgement, ethics, or accountability for decisions, the final word must always rest with a human. The ability to take responsibility is something no technology can replace.
What inspired you to write Anatomy of Integrity?
The idea for this book has been maturing for several years. Throughout my professional career, I realised that many experiences from compliance, governance, and risk management transcend the world of regulation and apply to everyone responsible for their own decisions. I wanted to show that integrity is not an abstract concept or a chapter in a code of ethics, but a practical part of everyday life. The manuscript is now in its final stages, and I believe it will offer readers insight into how leadership, corporate culture, trust, and personal responsibility are all connected.
Without giving too much away, what central question does the book try to answer?
Why even very successful organisations sometimes fail, despite having experienced managers, quality products, and sufficient resources. And above all, what they can do to avoid such situations.
Who do you hope will read it, and what do you hope they take from it?
Primarily people who lead companies, teams, or bear responsibility for important decisions. I will be happy if, after reading it, they start thinking about integrity not as a duty, but as one of the greatest values upon which to build long-term success.
What motivates you to keep learning after so many years in your profession? How do you balance the demands of a senior professional career with your creative interests?
Curiosity. The world is constantly changing, and with it, the challenges companies face. That is precisely why I enjoy learning new things. I don’t feel the need to separate my professional and creative worlds. On the contrary, they inspire each other and give me a different perspective on the same topics.
What do you enjoy doing when you’re completely away from work?
I most enjoy spending time with my daughter. We read a lot, travel, and discover new places. I also get a lot of joy from our parrots, who are full members of the family and know how to remind me that life isn’t just about spreadsheets, regulations, and deadlines. Whenever I have the chance, I go to the theatre, the opera, the ballet, or an exhibition, and I write about these cultural experiences on my literary blog. Culture helps me maintain balance alongside my very rational professional work.
Finally, when you look back in another twenty years, what would you like your legacy to be?
I would like there to be something left behind that is more than just documents or projects. If I manage to contribute to companies operating more honestly, to people not being afraid to make the right decisions, and to my books or articles making someone look at the world through different eyes, then I will feel that my work had meaning.
