Dear Friend,
Welcome to Part 4 of our series, “What They Don’t Tell You About Being a Compliance Officer in Ghana.” I hope the previous parts have shed some light on the realities of this role and broadened your perspective. Let’s dive into another fascinating aspect: culture and the untold truths that come with it.
Introduction
In Ghana, culture is everything. From how we eat, to how we greet the elderly, and even how we run businesses – including the financial service space. Culture, as they say, is a way of life. But what happens when the structured world of compliance meets a deeply relational and somewhat informal business culture? You get one of the toughest, yet most rewarding, balancing acts a compliance officer will ever face.
One of my earliest lessons as a compliance officer, wasn’t in a policy writing or implementation,
it was the backlash i recieved from members of staff when i had to tell them what they had done or betterstill, what they are doing is very far from right. The long look from managers suggesting ‘who brought this one here’ and the ‘aggressive resustance to change’ was the shocker. I recall at a branch review, one operations officer told me in the face that ‘ eeoii madam this your new process die33’ it’s too foreign and changing the way we have done it in the past won’t be easy.
Here’s what they don’t tell you:
Compliance isn’t just about applying laws,it’s about translating them into a language people understand, without sounding like you’ve just landed from a regulatory spaceship.
Let’s break it down:
• Respect and hierarchy matter. In Ghana, challenging a senior colleague, even with facts, can be seen as disrespectful. I was seen as that in most stages in executing my duties. So, when you spot a non-compliant practice being carried out by a respected manager, how do you address it without causing offense or becoming “that annoying compliance person”?
Solution: Use tact. Speak privately. Present compliance as a support system, not a policing mechanism. Sometimes, “Let’s explore how to improve this process together” works better than “This violates section 3.1 of our code.”
This has helped, in my compliance journey.
• Informality is normal. Many businesses thrive on trust, not processes. Verbal agreements, unrecorded approvals, and “just pass it through” are common. While that may have worked in the past, modern compliance demands documentation, evidence, and traceability.
Solution: Don’t try to wipe out informal practices overnight. Start by gradually introducing structured processes that complement what already exists. Build systems around culture, not against it.
• “Book-long” compliance doesn’t resonate. Quoting acts and regulations may win you points at a conference, but in a boardroom in your office, you need relatable examples. Want to get through? Talk about real risks: penalties, reputational damage, revoked licenses and what they’d mean for the business.
• Religion and personal values come into play. In some cases, cultural and religious beliefs can influence workplace behavior sometimes clashing with compliance standards (e.g., bribery and corruption being translated and classified as gifting and appreciation).
Solution: Frame compliance as aligned with shared values: fairness, integrity, accountability, transparency.Make use of storytelling nothing hits harder than “Imagine this was your company…”
Conclusion
Balancing compliance and culture in Ghana isn’t about choosing one over the other; it’s about finding harmony. As a compliance officer, you’re not there to cancel culture. You’re there to help businesses evolve while staying grounded in what makes them uniquely Ghanaian. And when you get it right? That’s when compliance starts feeling familiar.
Dear Friend,
Thank you for staying engaged throughout our discussion. I’d love to hear your thoughts – please feel free to share your comments, opinions, and experiences on this subject. Cheers!
Comply&Thrive 