[cpamang]

Hi everyone- it’s been a while since I’ve been here. I passed the cpa exam and have been working in public accounting for four months. I’m a staff and I’m faced with a manager who Micromanages me on a daily basis. He hits all the point of a terrible boss- belittling, makes me look bad to the partners, blames time delays on my when it’s not my fault, asks me why things aren’t done even though I was never asked to do the work, constantly calling me on the intercom asking me “what are you doing RIGHT NOW”. I have to literally tell him when I go and come back from lunch. I come in an hour early everyday, stay late, work weekens- tomorrow for example even though it’s holiday weekend, my workpapers for audits are legit flawless to the point where they could be used for teaching purposes. I’ve only been here for a short time and on audits I’m already meeting with clients alone, doing cash, fixed assets (calculating depreciation as well), investments, prepaids, rev, expenses, walkthroughs, management rep letters etc. plus all the tax returns for the clients. I literally don’t know what else I can do this person is never satisfied and is constantly stressing me out and over my shoulder like “are you don’t yet are you done yet”…and if you correct him for anything he did wrong (because it ties into your work) there’s always a reason why he did it that way…. I’m sorry if this is written terribly I just left the office and I’m ranting. Can someone please give some advice on how to deal with this? I’d rather not leave this firm because I like everyone else I work with. I’m the only staff under this manager. Each manager gets a staff accountant. No one else works like this.

[TommyTheCat]

so since each manager gets a staff has no one else at your firm ever worked under this jabronie? He sounds like a winner.

AUD - 85
BEC - 89
FAR - 91
REG - 97

[cpamang]

@tommycat he’s been at the firm for a two years. He told me his last staff went to private but checked him on LinkedIn.. went to a different firm… I wonder why.

[Mike J]

Every situation is different, but some of these items below have helped me with micromanagers:

https://www.themuse.com/advice/how-to-manage-a-micromanaging-boss

As far as belittling, you just have to work through it. I've found that some bosses like to play these games because they lack certain aptitudes they see in their subordinates. So just focus on picking up (more) marketable skills and apply elsewhere.

Good luck.

AUD - 90
BEC - 79
FAR - 77
REG - 77

They don't trust JUST ANYBODY to count beans

[RJ]

I worked under many supervisors while I was an auditor and dealt with several personalities. After I left, I realized that I had learned the most from the boss that I was micromanaged by. She had high expectations, and that made me perform better. Although, I once had a 5 minute argument with her over the use of ‘can' vs ‘may' in an internal control narrative that I wrote. If you have to stay, just know that it seems like nothing you do will please him and that is his fault, not yours. And, you now know how to not treat others when you become a supervisor.

However, I also realized that life is too short to be stuck in a job you hate and you will like other people you work with in a different firm and probably will not be harassed on an hourly basis.

AUD - NINJA in Training
BEC - NINJA in Training
FAR - 85
REG - NINJA in Training

former auditor, forever accountant

[cpamang]

Thanks for the advice everyone. I’m working tomorrow, planning on just grinding it out until I explode I guess.

[cantpassagain1]

@RJ – What size firm was that at? Why aren't you an auditor anymore?

@Cpamang – I understand the frustration. I have a manager that has similar tendencies. He will talk underneath his breath about my work papers to others in the audit room while I'm sitting feet away. When I'm on his engagements, I perform terribly. Alternatively, every other engagement I knock out of the park

With that being said, I'm not sure I agree with @RJ ‘s premise in that you always learn the most from these types of managers. Managers that demand perfection for things that could have the slightest impact at a conceptual level are not the same as micromanagers.

So, I think you need to ask yourself a few questions –
1) Would you perform better under a different manager, or do his tendencies make you better despite the frustration?
2) Have you learned any new audit theory under him?
3) Is there a way that you can make the situation better by trying to bring light to the situation?

I pose that last question because the last engagement I did for him (last engagement of it's type for the summer) we had a very frank conversation where I asked him for his candid feedback. The manager, senior, and I (I'm a staff as well) had about a 3-hour dinner just talking. He started the conversation off with “you do a great job; you're a hard worker; etc. ect.” All the advice that followed was posed in a general, never specifically saying it was towards me, but in reality, I knew it was. At some point in the conversation, I remember him say “you don't need to be a pussy about it” when talking about voicing one's opinion. I laughed and agreed. Did it take me off guard? Absolutely. The next day was the last day of field work and it went great. I knew how I needed present myself around him for him to show me any respect. My work papers didn't change, my work habits didn't change, it was just everything being out in the open that allowed for me to get through it rather than get stifled by it further.

Hopefully that helps

[cpamang]

@cantpassagain1- I agree with you. Yes my manager is making me a better auditor, but only for the sole fact that I came in with no public experience, so that might be a win by technically for him. But when I’m getting review comment to change fonts to a different color on certain workpapers, when it’s completely irrelevant to the workpaper itself, it’s a bit ridiculous. Also for reference- today is Saturday. I’m working. I’m supposed to have Monday, Tuesday, Wednesday off. My manager dropped a new audit client on my desk 20 minutes ago and said it has to be done by Thursday morning.

[12tang]

When you work in public senior and less, you sign up to be used and abused. Understand that the turnover is usually high and you've been there for only 4 months. You're a slave and in return, you get better career prospects down the road should you decide to stick with it for approx. 3 years, or you become a manager yourself.. Managers that make things hard for you will sharpen your skills but that doesn't mean you should always put up with it. I'd say if you were in industry, you'd have grounds for an argument. However, you're a new employee in public… You may just have to let the fire burn you so that you come out the other end burnt to a crisp, so that you can no longer be burned…

For your own personal development, I'd recommend that you read Joe Navarro's book: Dangerous Personalities. The author was a special FBI agent with over 40 years of detecting 4 main types of personalities that are dangerous to society. It's likely that your boss has 1 or more mental disorders. Unfortunately, sociopaths, narcissists and maybe a few other types, are great at infiltrating into management positions. This book will help you detect them, which is half the battle in assisting you for coming out unscathed. Best of luck to you.

BEC - PASS

FAR - PASS

AUD - PASS

REG - PASS

BOOM!  JUST LIKE THAT, I GOT MY LIFE BACK!  =D

Using Becker self-study
FAR: (82) 175 hours - 1st attempt
BEC: (XX)
AUD: (69) 45hrs of study - 1st attempt
REG: (XX)

[ultrarunner]

I am new to public accounting too. My experience is quite opposite of you. My seniors and managers are very supportive. When there is any disagreement, they always ask me how and why I come up with this etc. There is no order or hierarchy in the organization, and the culture is all about respect and support. Do you have a career coach or relationship partner? I'd talk to the coach and discuss about your issues with your manager. Public accounting firm is shortage of experienced staffs, so the firm doesn't want to lose you. If you are not happy, please tell them and see how they respond. If nothing works out or at the worst case, you may consider finding another job. I am in my current company for less than 6 months, but I am already getting requests from other firms' internal recruiters. Public accounting experience is so valuable these days, but like someone says, life is too short to be miserable in your job. But there would be help near you, and you should find and go for it. All the best.

CPA/ MST/ Roger CPA Review

FAR 72,67,79 (Roger+Wiley test bank)11/15
AUD 80 (Roger)10/15
BEC 80 (Roger)4/16
REG 63,78 (Roger+Ninja MCQs)5/16

[cantpassagain1]

@Cpamang – That is just ridiculous. I would try to fix it as @Ultrarunner says. Just go talk to someone you trust. Tell them what you have been experiencing under this manager. Ask how they suggest you deal with it to relieve the tension between you and the manager. If no suggestions come from it, sit on it for a little bit to see if anything changes. If not, go back and see if you can switch teams or managers.

[nateliv]

I know what you're saying about working with incompetent people…you'll find that wherever you go! I don't know how much you're making or what part you live in but maybe working somewhere in the health field, possibly a small Dr's office? I hate to say this, but even though you don't like your job, you have a job.

[DM]

Managers are like this with first years. Do you maintain an engagement file tracker? Lists all workpapers, preparer name, reviewer name and due dates, plus outlines AQM milestones? This is basically the work map for the engagement budget, aka project planning. If you dont, then the manager should have one and hasn't shared it with you. Get it asap or make one. This will keep everyone in check. And at the end of each week. Email the manager with the change in workpapers. This is audit 101. To me, it sounds like the manager wants a status meeting everytime you two talk. And thats how managers think most times – in terms of status only because they run the engagement budgets. Manager performance is rated on actual versus budget for each of their engagements. You can talk to this manager and suggest a weekly status meeting instead of multiple times per day. But if things are off track, then this micromanagement will continue. And other first years this manager has worked with probably sucked. Nothing against you, there is a lot of poor talent out there. Do not be afraid of talking about these things inside the audit room with your manager. Just because you are new, doesn't mean you cannot ask questions. Whatever you do, do not give your manager a bad upward review! Instead, hold these conversations in person or on the phone. Nothing in emails or writing! Do not involve HR or the Parter!

[DM]

At the end of the day, this is what staff auditors go through. This is how we ‘pay our dues.' IMO, this is the least of your worries. Do what you can to make your managers happy, it is that simple, and is essentially your job description. ‘Flawless' workpapers wont get you anywhere. It is all about the risk-based approach these days. Find an account balance you test too much of because its considered higher risk. Bring the risks down and test less, document. Or find a way to test 100% of account balance in the same or less time it does to perform regular sample. That is how you become all-star auditor.

[cpamang]

@DM- we use audit software that rolls prior year workpapers over with the previous preparer etc. so each audit is basically outlined in black and white as far as expectations. I understand the concept of paying dues and I’m willing to put in the work, however, none of the other staffs work like this. At the end of the day, there’s no reason for him to micromanage me. I have been in a management position in a different field. I understand the worry and stress. But that stress should rest on the managers shoulders, not passed down to staff. It’s not the way to motivate employees. I know my work is exceptional because I can see how the client was handled in prior years. I meet the deadlines, I give the updates (even though they slow me down). There’s nothing else I can do to gain trust. I have worked every day this week and I am so much more productive on the weekends because I can work in peace. I’m constantly told to “stop what your doing and work on this”. Then an hour will pass and he’s ask why the first task wasn’t completed. It’s the manager.

[DM]

I understand where you are coming from. Each engagement team is different and so is everyone's experience. You could be the first year that only tests cash, fixed assets, send confirms, or gets coffee. But you are getting so much more exposure in the FS for a first year. In terms of experience, you are way ahead of your peers. And you can thank the manager and small engagement for that. Yeah, this manager sucks at managing, but your work ethic and determination has gotten you progressively harder work. If this manager didnt trust you then they would bring in another staff or change your workpapers after you prepared them. Keep up the hard work and try improve your work/life balance. Or else you will get ‘burned out' and want to leave public early.
I have some busy season horror stories myself and your situation isn't too bad. The truth is that once you are assigned to an engagement, then you are married to that team. You can try to leave the team, but the engagement partner has to ultimately approve it. If you really want to leave the team, then you have to say its because you want different client exposure. But you will have to grind through this busy season with a fake smile and then move to another team. Do not say its because of the manager's style. HR will open an investigation and its a huge deal because of all these harassment cases popping up everywhere. I have seen both situations play out with vastly different outcomes. Anyways, I suggest transferring to the biggest client your office has. For some reason, auditors on the biggest clients get preference inside the firm. I'm not really sure why, but I think it may be because the partners on the largest client accounts have the most pull in the firms. Weird audit firm politics…

[Author]

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