If you close your eyes and imagine an accountant at work, what do you see?
Maybe number-crunching stereotypes, like a person staring at an Excel spreadsheet? Or maybe you go old-school: Do you see someone in a green visor hunched over an adding machine with yards of tape flying about? Perhaps you go really old-school: Do you see someone with a monocle carefully maneuvering an abacus?
With respect to all eyewear, khakis and pocket protectors, we invite you to dismiss stereotypical images.
Management accountants come from all walks of life, and the CGMA® designation can lead to careers way beyond number crunching.
‘Management accounting: Thinking beyond numbers,’ is a podcast episode where you can glean insights from management accountants who mastered operational, strategic and people skills through the CGMA syllabus and now hold catchy job titles: CEO, senior lecturer and head of finance. And they have accountancy peers who’ve secured creative jobs in marketing, innovative positions in business development and critical thinking positions around data analytics.
Management accountants = the human side of numbers
Emerging tech — from robotic process automation to drones that facilitate remote audits — pushes accountants to think bolder and faster. But shiny gadgets only go so far in any job.
People skills remain high on the list of must-have competencies. Not only do management accountants analyse data and prepare reports, they also clearly explain data — person to person.
Data is king. And when you can navigate databases and software systems to extract data, analyse it and then communicate what the data means as you lead strategic discussions, you achieve something few can. Imagine how crucial you would be to your boss with those skills.
Strong leaders are creating opportunities for people like you
Adding information systems knowledge to accounting expertise is a game-changer — and Kimberly Ellison-Taylor, CPA, CGMA, has experienced that first-hand. Her knowledge fueled her ambition and generated an illustrious career, including CEO/founder of KET Solutions LLC.
In a variety of leadership positions, Ellison-Taylor has sought opportunities to motivate others to achieve the best version of themselves. She states, ‘A good leader will realise that it’s not about them … it’s about the team and clients and customers they serve’.
Other inspirational leaders — Sereena Malkani, ACMA, CGMA, head of finance at Sky UK, and Fiona Dearing, ACMA, CGMA, senior lecturer at Manchester Metropolitan University, to name two — echo Ellison-Taylor’s perspective that leaders should collectively facilitate opportunities for women, Gen Z and underrepresented groups.
Diversity in the profession means progress
Customers, clients, staff and executives care about seeing a variety of faces around the decision-making table. Ellison-Taylor jokes that leaders must create ‘a bigger table or we’ll all squeeze together’.
Representation matters. Inclusivity is important.
Whilst it’s important not to lock people into stereotypes, it’s good to be aware that people bring unique perspectives based on their background and other demographics, such as race, gender identity and culture.
Dearing has personally experienced and witnessed in others how the CGMA designation boosts a person’s confidence. She encourages CGMA candidates of all backgrounds to be curious about the possibilities a professional qualification can bring. We can all gain confidence and ‘take that confidence forward’.
Malkani encourages fellow women to ‘… make yourself seen. Make yourself heard’.
Think inside, outside and around the box
On the way to achieving the CGMA designation, opportunities can arise. Say you talk to your boss about how you’re studying to become a management accountant. How might they respond? Would they be impressed and offer you opportunities to work on new projects?
Whilst making your way through the 3 levels of the CGMA syllabus, it’s not uncommon for people to develop professionally in their current jobs by raising their hand to take on (and being invited to take on) additional responsibilities that could equate to a rise in pay.
