Getting in the driver's seat

One of the key succession issues inside firms is the fact that the "manager" title does not actually mean a person can manage. Many long-time employees of the firm have earned the title through longevity and the development of technical accounting and tax skills. If you have been promoted and are expected to lead a team and manage others, it's time for you to invest in acquiring the necessary skills. Managers must, above all else, have the skills of being net creators of energy, passion, drive and enthusiasm in other people. If you are responsible for managing other people inside a CPA firm, thou shalt: 1. voice your concerns upward, never downward, 2. expect to lose control of your time because you are responsible for other people's time, 3. not participate in the lunchroom whining that goes on about the topic of the day with the other staff, 4. not gossip or complain about upper management, and 5. not blame others for a problem with your team.