{"id":83145,"date":"2021-05-13t23:00:37","date_gmt":"2021-05-14t03:00:37","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=83145"},"modified":"2022-12-22t00:43:18","modified_gmt":"2022-12-22t05:43:18","slug":"how-to-assess-your-leadership","status":"publish","type":"post","link":"\/\/www.g005e.com\/2021\/05\/13\/how-to-assess-your-leadership\/","title":{"rendered":"the 4 traits of great cpa leaders"},"content":{"rendered":"

\"keydo they have these attributes?
\n<\/strong><\/p>\n

by anthony zecca
\nleading from the edge<\/a>
\n<\/i><\/p>\n

as the leader of the firm, as important as it is to complete a comprehensive assessment of your leadership team, it is equally if not more critical to assess your own leadership. what are the key leadership attributes that reflect great edge leadership?<\/p>\n

more on edge leadership: <\/b>assessing your firm<\/a> | the 4 traits of great cpa leaders<\/a> | why leaders must ensure clarity<\/a> | incremental vs. exceptional success<\/a> | do you lead or just manage?<\/a> | managing vs. leading<\/a> | is your leadership team at the edge?<\/a> | 6 leadership challenges through covid and beyond<\/a> | edge leaders share 7 strengths<\/a> | leadership must drive culture<\/a> | leading from the edge<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

how can you get a meaningful and comprehensive assessment of how well you are doing as the leader of the firm? the trap to avoid is to just listen to yourself and your own self-assessment. to really understand how well you are performing, you need multiple checkpoints.
\n
\na good place to start is assessing how well you are performing against the goals that were established for you. your goals should reflect the above four key attributes plus the financial performance of the firm, the success against the implementation of the strategic plan and finally, the culture of the firm.<\/p>\n

\u201cif your actions create a legacy that inspires others to dream more, learn more, do more and become more, you are an excellent leader.\u201d \u2013<\/strong> dolly parton, entertainer<\/p><\/blockquote>\n

a challenging aspect of assessing your leadership is that for the most part the characteristics against which you will be measured are more subjective \u2013 other than financial performance. most of the factors relating to your performance rest in the softer, more subjective attributes. how do you assess your team building or your success as a communicator, for example?<\/p>\n

there are some relatively routine methods that are used in many firms, such as self-assessments, upward evaluations and informal feedback from those reporting to you, as well as individuals whose judgment you trust. each is good at providing some insights, but even taken together, are they good enough to provide an insightful look into your performance as the firm leader?<\/p>\n

one client firm leader i worked with believed that as long as the firm hit its profit goal and there were no major upheavals in the firm, he did his job well. in a certain type of firm culture, that simplistic view makes sense. however, if the overarching goal is to build a sustainable, standout, high-performing firm, that simplistic view doesn\u2019t work.<\/p>\n

why are the above four key attributes so critical in assessing your leadership? how can you assess your leadership against each of the attributes? do you need to score high on all four to be a great edge leader? all good questions.<\/p>\n

let\u2019s start with a deeper dive into the four attributes and why they are critical for a great edge leader.<\/p>\n

visionary:<\/strong> a great edge leader is visionary and has a clear and impactful vision about where the firm will be in four or five years. center leaders get caught up in today, this quarter, this fiscal year, and end up making good tactical decisions, but perform poorly on the more critical strategic decisions. vision does not mean having some great flowery statement. it means having clarity about where the firm needs to be in four to five years and being able to inspire and motivate the entire firm to see, believe and achieve that vision.<\/p>\n

one of my clients had a clear vision of where he wanted the firm to be in five years. his vision was fairly simple and mostly financial in nature:<\/p>\n