CAE common mistakes
CAE · Understand the traps and how to avoid them.
Treating one director’s preference as a board decision
Individual status does not automatically confer collective authority.
What to do instead
Check the governing structure and authorized decision process.
Stopping conflict management after disclosure
Participation limits or independent review may still be required.
What to do instead
Apply the complete policy to the facts and record the response.
Delegating responsibility without authority
The person may be unable to deliver the assigned outcome.
What to do instead
Define resources, decisions and escalation along with accountability.
Using activity counts as proof of outcomes
Delivery can occur without the intended benefit.
What to do instead
Define the result and collect evidence that addresses it.
Continuing a weak program solely because of past spending
Sunk costs do not establish future value.
What to do instead
Compare future benefits, costs and transition effects.
Equating accrual surplus with usable cash
Timing, liabilities and restrictions can limit liquidity.
What to do instead
Review cash flow and available funds as well as accounting results.
Equating course completion with a competence certification
The claims and assessment purposes can differ.
What to do instead
State exactly what the credential establishes and support the claim with evidence.
Adding new members to the renewal numerator
New joins were not part of the eligible renewal cohort.
What to do instead
Keep acquisition, renewal and net-growth measures distinct.
Assuming every exempt organization has identical advocacy rules
Entity type, jurisdiction and activities can change obligations.
What to do instead
Assess the actual classification and facts with qualified advice.
Treating a last click as proof of sole causation
Other interactions and factors may have contributed.
What to do instead
Interpret attribution through its assumptions and the wider evidence.