3 Critical Conversations CPA Managers Avoid; and How They're Costing Your Firm

Stop Avoiding Tough Conversations And Start Leading With Confidence

In CPA firms, where precision, deadlines, and high performance are paramount, avoiding tough conversations can feel like an easy way out. However, sidestepping these critical interactions significantly undermines team morale, efficiency, and ultimately, your firm's bottom line.

According to a survey by VitalSmarts, employees waste an average of $1,500 and an 8-hour workday per difficult conversation they avoid. That’s a substantial hidden cost. Here are three conversations managers commonly dodge, and actionable tools to start addressing them effectively:

Why Do Managers Avoid Tough Conversations?

According to neuroscientist Dr. David Rock, difficult conversations trigger our brain’s threat response, activating the amygdala, the emotional control center, leading to feelings of anxiety, defensiveness, or avoidance. Our brains are wired to steer clear of perceived threats, prompting managers to evade challenging interactions, even when it harms long-term outcomes.

Additionally, research published in the Harvard Business Review highlights the fear of damaging relationships, perceived lack of skills to handle conflict constructively, and uncertainty about potential reactions from employees as common reasons managers shy away from crucial dialogues. (For more on building confidence and skills in this area, see my article on conflict resolution strategies.

I’ve experienced this firsthand.
While leading the global tax function at Bose, I was required to restructure my group due to budget constraints. These were talented professionals, people I had hired, mentored, and worked closely with for years. The process was dictated by HR: brief, scripted, and impersonal. It left me feeling deeply unsettled. At the time, I didn’t realize what was really bothering me. I lacked the awareness to recognize that one of my core values, connection, was being suppressed.

Today, as a coach, I help clients build that very awareness, so they can navigate difficult conversations with intention, empathy, and alignment. Had I had that awareness then, I would have approached the situation differently: not to change the outcome, but to honor my values and reduce the internal stress I carried afterward.

1. The Performance Feedback Conversation

Many managers avoid directly addressing performance issues, opting instead for vague encouragement or complete silence. This leaves employees uncertain and stalls productivity.

Example: An accountant repeatedly submits work containing small errors, causing revisions and client frustration. The manager, reluctant to confront the employee directly, fixes the issues personally, perpetuating the cycle.

Actionable Tool: Utilize the "Observation-Impact-Request" (OIR) framework:

• Observation: Clearly state what you observed.

• Impact: Explain the specific effect it has on the team or client.

• Request: Clearly articulate what you expect moving forward.

Example: "I noticed errors in your last two tax returns (Observation). This caused delays and required additional revisions (Impact). Moving forward, please review each return thoroughly before submission and double-check against our quality checklist (Request)."

2. The Workload and Burnout Conversation

CPAs, particularly during busy seasons, often experience significant burnout. Managers frequently hesitate to discuss workload proactively, fearing they'll be perceived as weak or uncommitted.

A Gallup study showed employees experiencing burnout are 63% more likely to take a sick day and 2.6 times as likely to actively seek another job.

Example:
A high-performing team member seems overwhelmed, frequently missing deadlines at the last minute, and producing lower-quality work. Managers avoid discussing it, hoping the employee manages independently.

Actionable Tool:
Regularly scheduled "Check-In & Support" conversations, especially during peak seasons:

• Acknowledge workload openly:

"I recognize every task on your list feels critical because the filing deadlines aren’t flexible."

• Provide targeted support by clarifying priorities within tasks rather than eliminating them:

"Since we can't defer anything, let's clarify what tasks require detailed attention versus those that can meet standards more efficiently. How can I help streamline your approach?"

• Offer proactive practical support or resources to ease the strain:

"Could additional temporary resources or adjustments in team responsibilities help you hit these deadlines more effectively?"

3. The Career Development Conversation

Employees crave clarity about their growth prospects. Managers often shy away from discussing career progression, fearing they'll set unrealistic expectations or prompt difficult questions they can't immediately answer.

Yet, according to LinkedIn’s Workplace Learning Report, 94% of employees say they would stay longer with a firm that invests in their career growth.

Example: A senior accountant quietly disengages, assuming promotion opportunities are limited because the manager hasn't articulated a clear path forward.

Actionable Tool: Use a "Career Development Roadmap":

• Create a simple visual career path highlighting key milestones and necessary skills.

• Schedule regular developmental conversations focused on short-term and long-term goals.

Example: "Let’s review your roadmap together, discuss your current skills, and identify specific training or experiences you need to reach the next step."

Conclusion

Avoiding these conversations might seem less stressful in the short term, but the long-term impact on team productivity, morale, and retention is substantial. More importantly, avoidance can create a quieter, more personal kind of stress. The kind that comes from acting out of alignment with who we truly are.

When we’re not living or leading in alignment with our values we may not even realize the toll it’s taking. We just know something feels off, or incomplete. That’s why awareness is the first step. The more clearly we see what matters most to us, the more intentional we can be in how we lead, even in the hardest moments.

By embracing structured, values-aligned conversations, you not only improve operational effectiveness but you also lead in a way that feels right, inside and out.