Accounting Leadership: The Top Interview Question | MAM

I came across some research recently that stopped me in my tracks: Leaders who regularly ask for feedback are rated in the 86th percentile for effectiveness, while those who don't fall into the 15th percentile. That 71-point gap isn't just a statistic—it’s a pattern I see every day in the DFW accounting market.

As an executive recruiter in Dallas-Fort Worth, I’ve spent over twenty years placing Controllers, CFOs, and Accounting Managers. While I’m not a leadership consultant, this research explains a pattern I see every day in the DFW accounting market: The candidates who thrive long-term aren't always the ones with the most technical credentials; they are the ones who prioritize feedback-driven leadership.

I interviewed a Controller candidate a few months ago who had strong technical skills and solid experience. When I asked about their leadership approach, they spent ten minutes telling me about all the improvements they'd made at their previous companies.

Process changes, system implementations, team restructuring—all initiated by them based on what they saw needed fixing.

When I asked how they gathered input from their team before making those changes, there was a pause. Then something like, "Well, I have an open-door policy. People can come to me if they have concerns."

That's not the same thing as asking for feedback. That's waiting for people to be brave enough to bring you problems, which most won't do, especially if you've already decided what needs to change.

Compare that to a candidate I placed last year who had less impressive credentials on paper. When I asked about their leadership approach, they described regular one-on-ones where they asked specific questions: What's working well? What's frustrating you? If you could change one thing about how our team operates, what would it be?

They didn't always implement every suggestion, but they consistently asked for input and explained their decisions when they went a different direction. Their team trusted that their input actually mattered, which meant they kept offering it.

That candidate got multiple offers and is thriving in their role. The first candidate is still looking.

Here's what I'm noticing: The leaders who struggle the most are often the ones who think asking for feedback makes them look uncertain or weak. They believe leaders should have answers, not questions. So they make decisions based on their own assessment, implement changes based on what they think is needed, and then wonder why their team isn't more engaged or why turnover is higher than expected.

The leaders who succeed understand that asking for feedback isn't an admission that they don't know what they're doing. It's acknowledging that other people see things you don't, and their perspective makes your decisions better.

This shows up clearly in interviews. When I ask candidates to describe a time they changed their approach based on feedback, the strong ones have specific examples. They can tell you what the feedback was, who it came from, and how it changed what they did. Often, the feedback came from someone junior to them—an AP clerk who pointed out a process issue, or a staff accountant who saw a problem the Controller missed.

The weaker candidates either can't think of an example, or they describe feedback from a peer or superior but never from someone they managed. That tells me something about whose input they value and whose they dismiss.

I'm seeing this matter more in placements now than it did even five years ago. Companies are looking for leaders who can build strong teams, not just manage processes. The accounting leaders who can't create environments where people feel comfortable offering input—even when it's critical—are finding fewer opportunities, especially at growing companies that need adaptable teams.

If you're hiring for a leadership role, add this to your interview questions:

The Best Interview Question for Accounting Leaders

"Tell me about a time you changed your approach based on feedback from someone on your team. What was the feedback, and what did you do differently?" The answer will tell you whether they actually seek input or just say they do.

If you're in a leadership role and this is making you uncomfortable, that might be useful information. The research is clear: leaders who regularly ask for feedback are dramatically more effective than leaders who don't. It's not about being uncertain—it's about being smart enough to know that other people see things you miss.

Start simple. Pick one person this week and ask them one specific question: "What's one thing I could do differently to be more effective?" Then actually listen to the answer without defending or explaining. You don't have to implement everything they suggest, but you do have to demonstrate that you heard them and considered it.

The candidates I place who do this consistently are the ones companies compete to hire. The ones who think asking for feedback shows weakness are the ones calling me six months into a role, wondering why their team isn't performing.

That 71-point gap in leadership effectiveness? It's not theoretical. I see it play out in placements every month. The question is whether you're willing to close it.

How to Start

• Pick one person this week.

• Ask: 'What's one thing I could do differently to be more effective?'

• Listen without defending or explaining.

Looking for your next feedback-driven leader?

Finding the right balance of technical expertise and soft-skill leadership is the key to long-term retention in the Dallas-Fort Worth accounting market. If you're looking to hire a Controller, CFO, or Accounting Manager in DFW, I’d love to help you find the right fit.

Email me today to discuss your next hire.