Measuring compliance success: Why culture matters more than metrics
Published
In most legal and property businesses, success is easy to measure. For example, a signed contract, a completed sale, or a new client on the books. But for compliance teams, the benchmark is completely different. Success often looks like nothing happening at all because you have successfully prevented a risk from materialising.
This difference was a key topic in our recent Compliance Unfiltered webinar. While the rest of the business chases visible wins, compliance teams are often working hard to maintain stability. The challenge lies in ensuring this "invisible" success is recognised, valued, and doesn't lead to team burnout.
Reframing the value of prevention
It’s natural to feel undervalued when your primary contribution is prevention. If your controls are effective and nothing goes wrong, it is easy for the wider firm to overlook the work that went into achieving that stability. The challenge for compliance professionals is reframing this silence. Instead, you should shift the narrative so that the wider business understands that a quiet day isn't a lack of activity, but the result of efficient protection.
"The fact that there isn't a problem, or that there isn't money laundering... that can be quite hard to be recognised within firms. But actually, that's a great thing."
Harriet Holmes, Senior Manager, AML Solutions
Psychological safety and burnout
Burnout is often attributed solely to high workloads, but the root cause is frequently more complex. It is often less about the number of hours worked and more about the environment those hours are worked in. Burnout thrives in environments where teams feel they cannot speak up, ask questions, or admit to mistakes without the fear of blame.
This concept of "psychological safety" is essential. When teams feel safe to raise concerns early without repercussions, they perform better and feel more supported, even during those busy periods. If someone who deals with compliance in their role feels they have to hide a small error, that stress compounds. Building a culture where people feel safe to say "I'm not sure" actively protects the firm.
"Burnout has been less about workload alone, and more about creating that psychological safety... the shared belief that people won't be punished for speaking up."
Katrina Varsani, Ex-Risk and Compliance Manager
The importance of leadership buy-in
Establishing this culture has to start at the leadership level. Compliance cannot be treated as a box-ticking exercise or a blocker to business. It needs to be viewed as a foundational requirement for the firm's success.
When leadership explicitly backs their compliance function, it empowers the team to make difficult decisions, such as rejecting a risky client, without fear of pushback. This validation transforms the role from a background function into a core protector of the firm’s reputation. When senior members validate the "invisible wins," compliance teams are viewed as integral to the firm's mission, rather than just an administrative hurdle.
Conclusion
Building a positive compliance culture isn't just about reducing burnout. It is about creating a firm where risk is managed proactively rather than reactively. By celebrating the invisible wins and fostering psychological safety, you turn compliance from a source of stress into a strategic asset. It empowers your team to protect the business with confidence, knowing they have the full support of the firm behind them.
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