Thursday, May 9th, 2013

Describe What You Are Trying To Achieve

Many CPA leaders will soon be gathering for the annual retreat, summit, planning meeting – whatever your firm calls it. The partners, key functional area leaders and accounting managers will gather and discuss and debate where the firm is going and what they all need to do this year to keep moving forward.

Once it is over, the group will return and tell the rest of the team what to do to help achieve the firm goals. This plays out in smaller ways by managers and partners telling the team what to do relating to their daily duties that involve serving clients.

While I believe in lots of communication with your team – – continual, brief conversations on how they are doing and if they need your help – – I don’t think you should tell them every single step in great detail. You should not expect them to do it exactly how YOU have always done it.

Give them some room to explore and to actually THINK about what they are trying to accomplish. There is a difference between active, hands on management and micro management. I think you get the picture – hands-on means you are available and helpful. Micro means you are breathing down their neck and hovering.

Yes, checklists are a good thing when you are training young, inexperienced accountants but don’t develop a culture where if it is not on the checklist we don’t do it.

Do you have a team of box-checkers or entrepreneurial thinkers?

Here’s a good story from HBR about sharing what you want to achieve versus telling someone exactly what to do. It’s titled, Stop Telling Your Employees What To Do.

  • "Telling a teenager the facts of life is like giving a fish a bath."
  • Arnold Glasow

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