At a glance
- Accountancy professionals working ‘in’ rather than ‘on’ their business could struggle to grow
- To thrive, they need to evolve their position in the business, and build their leadership skills
- Michelle Howard will give practical tips for accountants at the IFA Conference & Awards
A survey by the Small Business Charter revealed that a fifth (20%) of small business owners feel overwhelmed by everything that’s required of them. The survey notes that for many an important solution is building their leadership skills, with a third (33%) adding that access to leadership training would make them feel more confident.
Strong leadership is vital for firms looking to grow. That’s why Michelle Howard’s upcoming session at the IFA Conference & Awards in London this June is unmissable for IFA members looking to sharpen their own leadership edge, or tackle the topic with their SME clients.
Howard, a skilled consultant experienced in engaging and advising professionals across the UK and beyond, will equip attendees with practical strategies to transition from being hands-on business operators to strategic leaders, enabling greater efficiency, higher client satisfaction, and sustainable business growth.
Howard advises on strategic planning, effective change implementation and practical ways business owners can drive long-term business growth and optimise overall business performance.
What is the difference between working in the business vs on the business?
Many business owners and financial professionals find themselves trapped in the operator role, says Howard, reliably managing day-to-day tasks, firefighting issues as they arise, and often feeling overwhelmed by the sheer volume of work. This reactive mode, while essential to business continuity, can limit growth, create stress, and ultimately lead to burnout.
“In my work with busy business owners and professionals working with clients, I often see how a lack of dedicated time for leadership thinking prevents them from stepping back and steering their business strategically,” she says. “This challenge is familiar to many IFA members who balance operational demands with long-term goals.”
However, she adds that making the shift from operator to strategic leader is vital. It’s not just for personal well-being, but for unlocking sustainable business growth, higher client satisfaction, and stronger market positioning.
How can accountants shift to a strategic mindset?
Howard notes that making the shift is vital for keeping the business moving forward and upward.
“Remaining entrenched in operational duties keeps you tied to thinking practices which are reactive and not proactive. The result? Missed opportunities, limited innovation, and businesses that struggle to scale.”
Adopting a strategic leadership mindset, on the other hand, brings clarity, better decision-making, and resilience. To guide this transition, Howard advocates five core mindset shifts essential for IFA members aspiring to elevate their leadership impact. These include:
- Moving from doing to thinking
- Prioritising importance over urgency
- Shifting from control to empowerment
- Focusing on objectives rather than tasks
- Transitioning attention from the present to the future
“These shifts transform how you lead and influence others, turning your role into one that not only manages but elevates the entire organisation,” Howard says.
“I often see how a lack of dedicated time for leadership thinking prevents them from stepping back and steering their business strategically. This challenge is familiar to many IFA members who balance operational demands with long-term goals.”
Michelle Howard, Leadership and Marketing Consultant and Director, Michelle Howard Consulting Limited
What can accountants do to become more effective leaders?
To significantly enhance leadership potential within a business, Howard expands on three strategic foundations that support these mindset shifts: collaboration, efficiency through leadership, and disciplined strategic thinking.
“Start by scheduling regular thinking time, even one hour per week, to step back from operations and focus on longer-term priorities,” she says. “This small but powerful habit sharpens your ability to anticipate challenges and identify new opportunities for growth.”
“Collaboration is equally vital; it’s not just about working with your internal team but also seeking out external partnerships. Consider whether there are communities of specialists or peer networks you can join to expand your thinking and support your next stage of business development.”
“Finally, efficiency is achieved by leading with clarity, setting strategic objectives, working with people around you who truly understand your vision for the future and delegating tasks effectively.”
Collectively, building these foundations help business owners shift from managing the day-to-day to leading with greater impact and with confidence.
Howard cites a mid-sized firm she recently worked with where the director was overwhelmed by client demands and administrative tasks.
“In taking the time to create a marketing strategy for the business, a clear framework for growth began and together we were able to realign priorities to focus on strategic objectives,” she says.
“Training senior managers within the firm on the strategy, and their role within it, meant that people were empowered to own their targets for growth and felt upskilled enough to do so. As a result, the business moved forward – and the people within it.”
Prioritising focus on strategic leadership and practical implementation can help IFA members achieve long-term business growth, increased efficiency, higher client satisfaction, and enhanced performance across the business, Howard adds.
Register for the IFA Conference & Awards on 26 June at the grade 1 listed Royal College of Physicians building in Regent’s Park, London, here.
