Leading An Accounting Firm

Section 1Leading Self

“Don’t wish it was easier; wish that you were better. Don’t wish for less problems; wish for more skills. Don’t wish for less challenges; wish for more wisdom.”

~ JIM ROHN

In our pyramid model, the foundational stones are all related to self-leadership. Before anyone will follow you, you must prove yourself to be a person worthy of followers. If your personal habits are poor, your accomplishments are few, and your direction is aimless, then people will not be attracted to your leadership. In accounting firms, men and women are promoted to senior, supervisor, or manager primarily based on their technical skills. This position of leadership based on a title is the lowest form of leadership. The technical ability and title will only carry a person so far in leading others. John Maxwell defines leadership as influence—nothing more, nothing less. People with the least amount of influence lead from their title or position, whereas those with the most influence lead from who they are and how they interact with others. As we progress through this book, we’ll focus on how you can make this progression.

Marc Elman, CEO of the local firm PSB Boisjoli in Montreal, Canada, who built himself up to run marathons in spite of his life-long battle with asthma, believes that leadership is a matter of showing the way, not just telling. “You abuse your position of leadership by telling someone what to do, as opposed to leading by positive actions. You can learn as much from someone’s ...