Barry Melancon has done a lot for accountants — but as it turns out, accountants have done a lot for him, too.
"The people around you in your life really determine who you are," the soon-to-retire president and CEO of the American Institute of CPAs recently told Accounting Today. Melancon is quick to acknowledge those who helped raise him up or saw something special in him — the owners of the small firm in Louisiana who made him a partner at 25, the state society leaders who recognized his talent and gave him the helm there, the leaders in the profession who urged the AICPA to consider him for the top spot there at a very young age, and so on. And he is quick to thank the many volunteers who supported him and the work of the institute.
Most of us can take a similar inventory, identifying the people in our lives who shaped us or lifted us up — the parents and relatives, the teachers and bosses, the friends and co-workers. We may not do it as often as we should, and we may not always appreciate them as much as we should, but it's relatively easy to identify those who've made a major difference in our lives.
What can be harder is identifying the people in whose lives we ourselves have made a difference. Questions of modesty aside, it can be difficult to judge our influence on those around us, even when they report to us or we're mentoring them; people often don't even know how much of an impact someone else has had on them, and even when they do, it's not that common for them to say, "Hey, you've really changed my life!" (That's why it's so special when someone does.)
But I suspect the real reason it's so difficult is that we don't often try to make a difference. Hiring and managing people is not the same thing; more often, that's about getting what you want from them, not giving something to them. Even promotions are often more about what you need than about advancing their careers.
Going out and consciously trying to raise people up is very different. It can be as simple as telling someone that you think they can do something — give a speech, lead a team, become partner, start their own firm — giving them validation or permission to try something new or daunting. But more often it's about taking the time to actually get to know the individual, to look beyond their resume or the work they do for you to get a sense of their skills, their potential, and how far they can take them, and then pushing them to do it.
It's not easy, and it can be thankless, but it's among the most worthwhile work you can do. Who knows? You might just do a lot for someone who does a lot for others!
