Power skills | Leadership
The only way is up
Leading teams and ‘managing up’ are essential skills to help you progress in your profession
Words Sophie Cross
Whether you are starting your first accounting role, progressing through an apprenticeship or preparing to step into management, developing strong people skills alongside your technical expertise will set you apart in your career. Here’s how to build confidence in managing both your team and your relationship with senior colleagues.
Put self-management first
Before you can effectively manage others, you need to master managing yourself. This means developing reliable systems and habits that demonstrate your professionalism and capability.
Key self-management practices include:
- Developing emotional awareness - recognise your stress triggers and how they affect your decision-making.
- Setting clear boundaries between work responsibilities and personal time.
- Building resilience through regular self-reflection and learning from setbacks.
- Maintaining professional standards consistently, even when under pressure.
- Taking ownership of mistakes rather than making excuses or shifting the blame.
- Seeking feedback actively and responding constructively to criticism.
These habits demonstrate maturity, reliability and will inspire confidence in others. These are essential qualities for anyone wanting to move into a management role.
MANAGING YOUR TEAM
Leading by example and creating trust
If you are supervising junior team members or apprentices, remember that leadership isn’t about having all the answers; it’s about creating an environment full of trust, where people can do their best work.
Clear communication
Set clear expectations up front regarding deadlines, what is expected of the work and preferred communication methods. Regular check-ins work better than waiting for problems to emerge. Schedule brief weekly one-to-ones with team members to discuss progress, challenges and development needs.
Create learning opportunities
Share your knowledge generously. When you explain a process or regulation, take time to explain the ‘why’ behind procedures, not just the ‘how’. This helps team members understand the bigger picture and develop their own judgment. Also, document processes as you go. This serves the dual purpose of helping team members learn independently and showing senior management that you’re thinking strategically about efficiency and sharing knowledge.
TOP TIPS
Five tips for giving effective feedback
- Give feedback regularly rather than saving everything for formal reviews.
- Focus on specific behaviours and their impact rather than personality traits.
- Use concrete examples - instead of “you need to be more organised”, try “when deadlines are missed, it affects the whole team’s ability to deliver for clients on time”.
- Strike a balance between constructive feedback and recognition of good work.
- Create a safe space for team members to ask questions and admit mistakes.
MANAGING UP
Building relationships with senior management
Your relationship with your manager and senior colleagues is likely to have a significant impact on your career progression. Managing up isn’t about manipulation; it’s about understanding what your seniors need to be successful and positioning yourself as someone who helps them achieve their goals.
Understand their priorities
Pay attention to what keeps your manager busy and what causes them stress. Are they constantly chasing information for board reports? Do they struggle with last-minute client requests? Stand out by anticipating their needs and providing solutions before being asked for them.
Proactive communication strategies
Managing up is about being as proactive as possible, contributing to, tracking and sharing team achievements, and helping with the decision-making process by providing concise and relevant information.
- Keep your manager informed with brief weekly update emails that cover accomplishments, upcoming work and any support needed.
- When problems arise, try to present solutions alongside the issues.
- Offer options with your recommendation and reasoning.
- Communicate changes or delays early rather than at the last minute.
- Be the reliable person who consistently delivers what you said you would do, when you said you would do it.
Senior colleagues notice who they can depend on, especially during busy periods like year-end or audit seasons.
MANAGING A TEAM
Becoming a great manager and team member
Whether you’re looking after a team yet or not, building your network, learning how to deal with difficult conversations and focusing on your development will be foundational for your career.
Building your professional network
It’s an old saying but it still rings true: “It’s not what you know but who you know.” Strong relationships extend beyond your immediate team. Build connections across departments and with external contacts, such as auditors, tax advisers and clients.
Consider these networking approaches:
- Get involved in AAT events and the community.
- Join other professional bodies and attend local events when possible.
- Be proactive on LinkedIn.
- Stay in touch with former colleagues and classmates.
- Participate in industry forums and online discussions to stay informed and engaged.
- Volunteer for cross-departmental projects.
- Maintain relationships with clients and external service providers.
The accounting community is often smaller than it appears, and these relationships can become valuable sources of career opportunities and advice.
Managing difficult conversations
Inevitably, there will come a time when you’ll have to deal with an underperforming team member or approach your manager about a problem. Prepare for these conversations by focusing on facts and specific examples rather than general impressions. Choose the right time and place, not in passing or when either party is stressed or rushed.
Listen actively and ask open questions to understand different perspectives. Sometimes what appears to be a performance issue is a training need or a sign that someone is struggling with personal challenges.
Continuous development
Get into the habit of prioritising your personal development and continuing professional development (CPD), and you will be a highly valued member of any team.
- Read industry publications and follow thought leaders in your field.
- Keep a brief weekly reflection record about what worked well, what didn’t and lessons learned.
- Ask for guidance from senior colleagues who demonstrate admirable leadership qualities.
- Stay curious about new approaches to management and accounting practices.
- Be patient with yourself as skills develop over time.
Remember that management skills don’t develop overnight. Don’t be afraid to seek mentorship and guidance as you grow into leadership roles. Building strong management skills – both with your team and senior colleagues – will enhance your technical accounting expertise and accelerate your career progression.
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The only way is up
Leading teams and ‘managing up’ are essential skills to help you progress in your profession
Words Sophie Cross