Leadership: The Good, the Bad and the In-Between

by Kathleen Hoffelder, NJCPA Senior Content Editor – April 17, 2024
Leadership: The Good, the Bad and the In-Between

The accounting profession is undergoing tremendous change — both on a talent/staffing level and with technological innovations, more efficient software and artificial intelligence. Accounting leadership must not only adjust to that change but make decisions on the fly, consider the greater good and create an inclusive environment. Here are some thoughts on good and bad leadership and what the implications are for both in the accounting profession.

Good Leadership

  • “Good leadership for entry-level accountants is to balance studying for the CPA Exam while learning your new role. At the mid-level positions, leadership is shown by those who have taken more advanced positions with client work and have begun training others. Good leadership at the higher level takes all the skills learned thus far and models positivity regarding the profession, all the while teaching others the skills they need to progress. Great bosses enabled me to advance in my career by challenging me, allowing me to fail and giving me opportunities in which to lead.”
    Rachel Anevski, MAOB, PHR, SHRM-CP, CEO and founder of Matters of Management, LLC
  • “I’ve been very lucky and have worked for/with some amazing people. A wonderful leader feels excited to share their knowledge with you and wants you to learn and grow as they did. I have found that people will work harder and more enthusiastically for a leader that feels more like an experienced peer than a supervisor.”
    Christine Fabbro Brunner, CPA, CFE, CEO and co-founder of Brunner Sierra Group LLC
  • “At the entry-level positions, having ambition, a yearning to learn and an openness to help others at the same level are signs of good leadership. At the mid-level, having a willingness to informally mentor and be a good communicator are examples. Empathy coupled with active listening, integrity, trustworthiness and being able to empower others is a sign of good leadership at the higher levels. I personally hate being micromanaged so, in my experiences, the best bosses have enabled me by giving me freedom to complete engagements on my own. Offering guidance and help is one thing but enabling me to explore what worked for me and what did not work for me truly helped me establish a solid tax foundation. This ‘freedom’ not only showed me at the time that they trusted in my abilities but also helped me gain confidence along the way. Another characteristic that sticks out for me would be a sense of comfort in that the boss was out for my best interest as a member of their staff. They took an active interest in ensuring that I was happy with the work I was performing and also took the time to get to know me as a person. I will never forget my first accounting job as my boss was enthusiastic with my interest in the NJCPA; he led by example in this regard as an active NJCPA member as well. Shout out to Paul Dougherty of EisnerAmper!”
    Nicole M. DeRosa, CPA, MAcc, partner at Wiss
  • “Good leaders understand that employees aligned with the firm’s values tend to surpass expectations. When this alignment is combined with a sense of belonging, it significantly increases engagement and satisfaction, leading the firm to achieve greater success and resilience. Firm leadership should encourage belonging because it fosters a supportive and inclusive environment where individuals feel valued and recognized. This emphasis on belonging creates a workplace that attracts and retains top talent, motivating employees to contribute their best and fostering innovation and collaboration.”
    Eileen Monesson, CPC, principal at PRCounts, LLC
  • “Good examples of leadership at the entry-level position are those who want to do more, at the mid-level is having an ability to teach, and at the higher level is being involved in mentoring. Great bosses have enabled me to structure my day and my practice.”
    William Rothrock, CSSC, settlement consultant at Brant Hickey

Bad Leadership

  • “A leadership mishap is micromanagement — the fault of all who believe they are leading but overdo it and not delegate. Another major mishap of leaders is to think that by doing everything, that’s what leadership is. It’s important to learn the different types of leadership styles — not ‘I lead by example’ but rather servant leadership, transformational, etc. Next, one should learn the type of leadership style that works for your people — and strive to become that type of leader.”
    Rachel Anevski, MAOB, PHR, SHRM-CP, CEO and founder of Matters of Management, LLC
  • “I personally have been made to feel that my time wasn’t important, as I was just a worker and not a contributor. I was spoken to disrespectfully and that experience made me walk away and rethink my path. A bad experience can deter people from wanting to ask questions and finding joy in what they do.”
    Christine Fabbro Brunner, CPA, CFE, CEO and co-founder at Brunner Sierra Group LLC
  • “We’ve all heard horror stories, however, over the course of my career, I’ve seen the best and the worst — and seeing the worst makes you thankful for crossing paths with the best. Some characteristics of a bad leader are a lack of transparency, little to no accountability, micromanagement, a self-serving attitude and a lack of empathy. One example that comes to mind was when I was a younger member of staff, I completely missed something on a tax projection. The partner on the account made me feel like an idiot and also threw me under the bus to the client; it was a double whammy. I always like to lead how I would have liked to have been led; taking ownership for your team and the product is one thing I always try to do, remembering this past example and just how I felt that day (I felt horrible and that treatment was a reoccurring theme with this partner). A good leader doesn’t throw their staff under the bus; they take ownership and use the mishap as a learning opportunity.”
    Nicole M. DeRosa, CPA, MAcc, partner at Wiss
  • “Some leadership mishaps that have been observed or experienced include a range of detrimental behaviors that significantly impact trust and morale within a team. Instances of lying by leaders can erode the foundation of trust, which is crucial for a healthy working relationship. When a leader takes credit for work that they did not do, it can demoralize the team and diminish the sense of achievement and recognition that employees deserve. Overworking employees without acknowledging their efforts or compensating them appropriately is a common leadership oversight. This can lead to burnout and decreased productivity, affecting the individual’s well-being and the team’s performance. Lastly, not considering an employee’s family and personal life in work expectations shows leadership’s lack of empathy and understanding. Recognizing and respecting the balance between work and personal life is essential for maintaining a motivated and healthy workforce.”
    Eileen Monesson, CPC, principal at PRCounts, LLC
  • “Some leadership mishaps include expecting staff to work as hard as they do; better ways to lead are by example and having honest evaluations, whether they are good or bad.”  
    William Rothrock, CSSC, settlement consultant at Brant Hickey

Changing the Profession

One thing is certain — change is needed at all levels in the accounting profession to enable leaders to lead successfully and for the next aspiring professionals to fill their shoes.

Do you have any leadership success stories? Let us know. 

Christine F. Brunner

Christine F. Brunner

Christine Fabbro Brunner, CPA, CFE, MAcc, is the CEO and founder of Brunner Sierra Group LLC. She is a member of the NJCPA.

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Eileen P. Monesson

Eileen P. Monesson

Eileen Monesson, CPC, is the CEO of PRCounts, LLC, a brand engagement company.

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Nicole M. DeRosa

Nicole M. DeRosa

Nicole DeRosa, CPA, MAcc, is a partner at Wiss and a member of the NJCPA Board of Trustees.

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Rachel L. Anevski

Rachel L. Anevski

Rachel Anevski, MAOB, PHR, SHRM-CP, is CEO and founder of Matters of Management, LLC.

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William Rothrock

William Rothrock

William D. Rothrock, CSSC, is a settlement consultant at Brant Hickey.

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