3 each for current and future leaders.
by sarah johnson dobek
bridging the gap
encouraging new leaders and creating smooth transitions are easy goals to identify. homing in on specific tactics to accomplish these broad objectives can be much more difficult.
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this post offers practical suggestions from current leaders at firms that are finding success at developing the leadership capabilities of younger team members.
leadership is one of the top issues facing accounting firms today. we often hear firms say they can’t find or don’t have good leaders in their organization. as most of us know, leaders don’t usually fall off trees. fostering leadership takes time and intention in any organization, which means that as a current leader, you have to be a steward of developing leaders within your culture. according to dictionary.com, stewardship is defined as “the responsible overseeing and protection of something considered worth caring for and preserving.”
as firms attempt to create a culture centered on leadership, a key challenge many leaders face is stepping aside to let the next generation step up. we collaborated with several leaders to identify six things to help create a culture of leadership in your firm, whether you are the one stepping aside or the one stepping up.
current leader considerations
if you are a current leader, you have a responsibility to your organization to foster leadership. while there are many ways to do this, here are three considerations from current leaders who are successfully navigating these waters:
- identify future leaders and tell them.
the biggest mistake firms make in fostering leadership is not directly communicating their intentions with their future leaders. making the assumption that key players know they are future leaders or that they even want to be future leaders is not enough. many times, key players don’t realize they are already on the track to leadership. according to abby dupree, managing partner of carroll and company cpas, you first need to ask people if they are interested in leading. once you know they are interested, you then need to make it clear you see them as a future leader of the organization.
- set future leaders up for success.
while there are natural-born leaders, most leaders are built over time. in fact, john maxwell’s third law of leadership in “the 21 irrefutable laws of leadership” specifically states, “leadership develops daily, not in a day.” leadership requires experience, self-study and practice. to foster leadership, you must invest in your leaders by (1) training and educating them, and (2) providing opportunities for them to lead.
- don’t sweat the small stuff.
the last consideration of fostering leadership in your organization is probably the toughest to put into practice. you can’t sweat the small stuff. future leaders need to learn to take ownership, which means they need to feel safe making decisions. when people feel safe making a decision, “they learn more quickly and are cognizant of asking for advice,” says tom jordan, managing director of dhjj. even more importantly, they need the room to do it differently from you. “everyone has their own style to approaching things. you look at the substance of their approach, but don’t change who they are.”
future leader considerations
fostering leadership in an organization isn’t just the job of the current leaders. future leaders must help facilitate this transition by exhibiting the traits that help build trust with current leaders. here are three things future leaders can do now:
- speak up.
whether it’s in a meeting or related to a role you aspire to be in, current leaders need to hear from you. they need to know you have an opinion and that you’re interested. just because you have been some place for a while doesn’t mean they know where you want to go next. you have to make it crystal clear. the best way to do this is by asking what it will take for you to get to the role you aspire to be in and by volunteering to lead things. don’t assume one conversation will convey that message, either. you may have to go to bat a few times to get your message across.
- communication skills.
to lead people is to influence them, and that requires excellent communication skills. this doesn’t mean you have to be an expert writer or top-notch speaker. it does mean you have to be able to clearly articulate and deliver messages in a way that others can positively receive them.
- be consistent.
trust is a core element of fostering an environment where current leaders feel comfortable letting go and handing over the reins. to build that trust, you must not only do the things listed above, but “you must be consistent in your approach,” according to rebecca turner, partner at dhjj. “people trust leaders they can rely on, and a tempered viewpoint that limits high emotional swings up or down helps create that consistency.” the second thing that builds trust is doing what you say you will do; it will carry more weight in building trust than just about anything else because your actions will always speak louder than any words ever will.
i firmly believe that many accounting firms already have great potential leaders in place. they simply need to foster an environment where those leaders can be encouraged to develop their skills and abilities. while the items above aren’t a comprehensive list, they will help you start your firm on the right path to bridging the leadership gap.
discussion questions
- what more can i do to be a steward of leadership development within my organization? (current leader)
- how do i personally learn to let go and let someone else step up? (current leader)
- where can i speak up and share my views, ask questions, and communicate potential ideas and solutions to develop as a leader and better the firm? (future leader)
- what do i need to work on to build more trust and experience as a leader? (future leader)