Insights on Leadership and Grooming Future Leaders with AICPA Chair Carla McCall

Accounting Marketing (March 18, 2025)- As the accounting industry continues to grow and develop, understanding the journey and insights of seasoned leaders can provide invaluable guidance for those aspiring to take on leadership roles or groom future leaders. AAM Member JoAnne Starks, Chief Content Officer of AAFCPAs delved into the experiences and wisdom of Carla McCall, CPA, CGMA, a distinguished leader with a wealth of knowledge in leadership transitions, team building, and organizational development.

About Carla McCall, CPA, CGMA

Carla is managing partner at AAFCPAs and currently serves as the chair of the American Institute of Certified Public Accountants (AICPA). (As you may recall, Carla was a keynote speaker in a pink power suit at the 2024 AAM Summit in Orlando.) With a career marked by numerous leadership roles and a commitment to fostering innovation and inclusivity, Carla has been instrumental in implementing programs that created a people-first culture and continue to drive strong organic growth. Her journey from creating the first mentor and coaching programs at her firm to leading significant initiatives like the Women’s Opportunity Network and the E3 intern accelerator program showcases her dedication to solving problems and improving the work environment. Mid-career, when firm founder Herb Alexander asked who would like to be part of a managing partner grooming program, Carla was the first to raise her hand. She has sat in the managing partner seat at AAFCPAs since 2011 and in 2024 Carla was elected Chair of the Board of the AICPA. She is an international voice of the accounting profession and has been an instrumental force in the evolution of AAFCPAs, responsible for driving the expansion of services and diversification of revenue.

As someone who has navigated the complexities of leadership transitions and groomed future leaders, Carla’s insights are particularly relevant for those looking to step into leadership roles or mentor the next generation of leaders. Keep reading for an excerpt of JoAnne and Carla’s conversation.

JoAnne: Did you always know you wanted to be a leader?

Carla: No. It was an organic evolution. I tell people all the time – where you start isn’t always where you end up. You must find your meaningful work. I found mine – vision, strategy and helping others be successful. When I talk about my leadership journey, I reflect on the importance of creativity and problem-solving. Early on, I came up with ideas to improve the environment and culture of the firm, such as our first mentor program, coaching program, and Women’s Opportunity Network. These initiatives were aimed at solving issues and making the workplace better. I didn’t realize it at the time, but these actions were the foundation of my leadership journey. Creativity is a power skill in leadership because it helps you connect the dots and innovate.

JoAnne: What qualities do you think are essential for a leader?

Carla: Leadership requires a combination of vision, high emotional intelligence (EQ), and strong communication skills. Self-awareness is crucial, as leaders should always seek feedback and be willing to work on themselves. Building trust and influence is imperative, and this often comes from a track record of success and helping others achieve their goals.

JoAnne: What role does self-reflection play in leadership?

Carla: In the early stages of my career, I was focused on achieving tactical and technical goals, such as becoming a manager and then a partner. It wasn’t until a mentor asked me about my contributions to community service that I realized the importance of external experiences and self-reflection. This pivotal moment opened my eyes to the broader impact I could have beyond my immediate work environment. Self-reflection is vital for understanding your strengths and areas for improvement. It helps you recognize what energizes you and how you got to where you are. Reflecting on your journey allows you to set goals and continuously improve as a leader. It’s also important to grant yourself and others grace, as everyone is a work in progress and dealing with various aspects of life.

JoAnne: How do you approach transitioning into new leadership roles?

Carla: Transitioning into a new leadership role involves understanding the dynamics of the group and the organization’s goals. It’s important to observe and learn how meetings are run and how people interact before offering your opinions. It’s also important to recognize, even as a new member, your fresh perspective can be valuable, so don’t hesitate to share your thoughts when appropriate. Don’t fall into the trap i did, which was leading in a way I thought others expected me to lead versus leading in my own authentic way. I was more successful and happier when I found my authentic leadership style.

JoAnne: What advice do you have for grooming future leaders?

Carla: Grooming future leaders involves creating an environment where they can develop their skills and gain confidence. This includes giving them opportunities to lead, providing constructive feedback, and allowing them to learn from their mistakes. It’s also important to ensure that they align with the organization’s values and have the vision and judgment needed to make sound decisions.

JoAnne: Want to share the sticky notes you have on your computer?

Carla: I have two sticky notes on my computer screen. One says “listen more” and the other says “ask more questions.” These reminders help me focus on improving my leadership style by being more attentive and inquisitive.

JoAnne: Why do you advocate so strongly about having an external view and external experiences?

Carla: I advocate strongly for having an external view and external experiences because they provide invaluable perspectives that you can’t get from staying within your organization. Engaging with peers, including those from different industries and backgrounds, broadens your knowledge and helps you navigate leadership challenges more effectively. It also allows you to bring innovative ideas and best practices back to your organization, which can drive significant improvements and growth.

JoAnne: Many leaders are afraid collaboration will affect competitive advantage. Why are you such a proponent of collaboration?

Carla: I believe that collaboration, when built on trust, can accelerate growth and innovation. I’ve seen firsthand how firms can combine resources to tackle common challenges more effectively, rather than recreating the wheel independently. By sharing knowledge and co-investing in ventures, we can stay competitive and adapt to rapid changes in technology and human capital. Collaboration can transform competitors into growth accelerators.

JoAnne: How do you ensure that you can step away with confidence in your leaders?

Carla: This starts with putting the right team in place and fostering a culture of accountability and strong judgment. Leaders should have a clear understanding of the organization’s goals and be able to inspire and manage high-performing teams. When you have leaders who are technically competent, have high EQ, and demonstrate strong judgment, you can trust them to make sound decisions and lead effectively. However, leadership is not easy, and making tough decisions is part of the role. Keeping someone in a seat who isn’t right for the role does a disservice to both the individual and the organization.

JoAnne: How do you build trust and influence as a leader?

Carla: Building trust and influence involves being approachable, listening to others, and providing valuable advice. When people see that you have a track record of success and genuinely care about their success, they are more likely to trust you and seek your guidance. It’s about creating an environment where people feel comfortable coming to you with ideas and issues. I wasn’t always approachable. A manager came up to me when I was early as Managing Partner and gave me feedback that I wasn’t approachable. This stopped me in my tracks, and I recognized that this hindered my ability to help them and the organization. It was a pivotal moment for me. It was a blind spot and as a result I was able to change my own leadership style for the better. (People can change!) And, honestly, I wouldn’t be in this seat if that manager didn’t have the courage to give me that feedback.  Feedback is a gift.

JoAnne: What is your approach to mentoring and developing future leaders?

Carla: Mentoring and developing future leaders involves providing them with opportunities to lead, offering constructive feedback, and encouraging them to take on new challenges. It’s important to create a supportive environment where they feel comfortable taking risks and learning from their mistakes. Additionally, helping them build their network and gain external perspectives can enhance their leadership skills.

JoAnne: You emphasize the value of a “people first culture.” Why?

Carla: It’s important that all our team members feel valued and supported. When people are happy and engaged, they perform better, and that directly impacts the success of the organization. I genuinely enjoy helping others succeed, and a people-first approach allows me to do that effectively. It’s about building trust, encouraging creativity, and ensuring that everyone can contribute their best. When you have happy people, you will have happy clients.  With both of those, the firm will be successful.  We are proof.

JoAnne: How do you ensure continuous improvement as a leader?

Carla: Continuous improvement as a leader involves proactively seeking feedback and viewing it as a gift.

Want to learn more from leaders like Carla?

The Association for Accounting Marketing has numerous resources to help current and future leaders succeed in the accounting industry. Learn more about how membership in AAM can take your career to the next level.