Wednesday, July 3rd, 2019

In Accounting Firms Do Managers Really Manage?

“Good management consists in showing average people how to do the work of superior people.” – John Rockefeller

In accounting firms, managers are promoted because they have accumulated experience in public accounting and they are highly skilled technicians. They need more than that.

Managers become partners in firms. They still often lack the most important skill, managing people.

As noted in a recent HBR article, Dr. Jim Mitchell a computer scientist who made the leap into management from an engineering position, eventually retiring as Vice President at Oracle Laboratories, said that people skills, including empathy and self-knowledge, were the most important characteristics he himself needed to possess when he transitioned to management.

Anna Ranieri, the author of the article noted that moving into management requires divesting oneself of some individual contributor duties and taking on new duties as a team leader. This rarely happens in accounting firms when promoting people to manager and promoting managers to partner.

Managers hold things up by:

  • Doing tasks that should be delegated to team members
  • Taking back the tasks that they have delegated because they believe they can do them better
  • Under communicating with direct reports, making them unsure of their duties
  • Micromanaging in a way that doesn’t allow team members to expand their own capabilities

These are exactly the things new managers demonstrate when they are promoted inside an accounting firm.

Read the entire article (How to Know if  Someone Is Ready to Be a Manager) and share it with all the managers in your firm.

  • "Surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out."
  • Ronald Reagan

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