Choices You Should Make as a Leader

Source: CPA Practice Management Forum

This article is based on an interview with Morrie Schectman, a consultant on managing change, merging corporate cultures, and mentoring. He is obviously a consultant with extraordinary depth. Following is a review of some of his ideas:

If you believe every new client is the last one you will ever get, you will surely accept the wrong clients. And you will make similarly bad decisions in other aspects of your practice, e.g., staffing, dealing with partners (they are likely to operate separately rather than collaboratively), etc.

If you believe all conflict is bad, you will miss opportunities to offer constructive advice for personal growth.

As more people work from home, personal and business life become less separable. If an employee or partner has an abusive relationship at home, the firm can be affected. Leadership may justifiably try to help.

But timing is important. Intervening in some issues too soon may preclude a self-directed resolution. Drug or alcohol usage may require immediate attention, whereas conflicts between supervisors and their teams may best be handled by the parties—management may offer inspiration and feedback.

Blind obedience to leadership inhibits growth and puts too great a burden on leadership to make all decisions. It also stifles development of successors. When employees question leaders, firms may benefit.