Senior audit, accounting, and tax professionals often reach their positions through sustained technical excellence, yet interviews and the early stages of new roles assess far more than technical knowledge. A common mistake is assuming expertise alone will secure trust. Interviewers typically take competence as a given and instead look for judgement, leadership, and commercial awareness. As one partner observed, “I’m not testing whether they know the standards. I’m testing whether I trust their judgement.” Strong candidates therefore frame technical examples around decision-making, risk, and business impact rather than mechanics. Sheridan Maine’s pre-interview service, which many senior professionals find eye-opening, helps candidates identify these subtleties and refine how they demonstrate leadership and influence before stepping into the interview room.
Another frequent pitfall is failing to demonstrate leadership through delegation and communication. Senior professionals sometimes present success as personal output rather than team achievement, which can suggest micromanagement. In interviews and new roles alike, influence is weakened when communication remains overly technical or jargon-heavy. Effective leaders translate complexity into clarity, particularly for non-finance stakeholders, recognising that “compliance is the baseline; value comes from insight.” Delegating well, developing others, and explaining issues in plain English signal readiness for senior responsibility - insights often reinforced during Sheridan Maine’s coaching sessions.
Experienced professionals also underestimate the importance of relationships and timely conversations. Titles do not guarantee influence, and credibility must be earned repeatedly. In interviews, weak examples of stakeholder management raise concerns, while in new roles, failing to invest early in relationships can isolate even the most capable individual. Similarly, avoiding difficult conversations around performance or behaviour undermines leadership credibility. As one senior leader noted, “Being kind is not the same as being vague.” Clear, early, and respectful feedback builds trust and stronger teams, and practising these scenarios with Sheridan Maine can provide crucial perspective before starting a role.
Finally, senior professionals can limit their impact by resisting change or focusing too narrowly on compliance. Modern roles require adaptability, openness to new technology, and a clear understanding of commercial outcomes. Those who succeed demonstrate curiosity, strategic thinking, and an appreciation of how technical decisions affect the wider business. Ultimately, progression at senior level depends less on what you know and more on how you lead. As one managing partner summarised, “At this level, how you behave matters just as much as what you know.” For many, Sheridan Maine’s pre-interview guidance provides the insight needed to make that transition from expert to trusted leader with confidence.
