Constantly changing demands, plus a host of clients with countless enquiries and tasks. Tax advisers are under constant pressure. But how does this constant pressure affect the person behind the profession? What is the right way to deal with it? Paul Liese discusses this with Achim Kremulat, a self-employed mentor and coach for tax advisers. Achim worked as a tax adviser for many years and was most recently a member of the management team at a tax firm. Drawing on his personal experience, he decided to become a life and business coach to help people in the tax sector manage their stress.

Achim has climbed the entire career ladder in tax consultancy. It all began after he completed his business studies degree, when he started as an audit assistant at a renowned firm. In 2007, he passed his tax consultant’s examination. As he also wanted to play an active role in the business, he bought shares and became a partner. The firm operated three offices with a total of 60 staff. At the age of 38, Achim suffered from burnout, which forced him to take a year off. At 39, he suffered a stroke. This prompted him to make a radical change to his lifestyle. Achim has been working as a coach for a year and a half. In his new role, he helps tax advisers cope with pressure. He draws on his own experiences and insights in his coaching sessions.

The tax consultancy sector is under a great deal of external pressure. This is particularly the case when the tax authorities set deadlines. How can tax advisers cope with this pressure? First and foremost, according to Achim, it is important not to react, but to take proactive action. In his view, many tax advisers are their own best staff. However, rather than thinking like a self-employed person, they should act in an entrepreneurial manner. This means planning rather than simply working through tasks. Which tasks can be taken on by which staff members? These are the questions that tax advisers in management positions should be asking themselves.

You have to do everything yourself – or do you?

Many tax advisers find it difficult to hand over responsibility and delegate work. By nature, they are used to carrying out all tasks themselves. It is precisely the ‘doers’ who rise to become managers. Yet on their way to the top of the firm, many fail to learn how to run a business. Achim recommends that anyone who struggles with delegating should start by looking at themselves. Am I even capable of being an entrepreneur? Do I want to be an entrepreneur? If so, what does it take? Tax advisers do not learn how to run a business, either during their studies or later in the practice. As in any other field, the necessary knowledge must therefore be acquired. Aspiring entrepreneurs must make a conscious decision to learn.

Does Achim, as a coach, make it clear to tax advisers whether or not they should run a business? The coach clearly says no. Whilst he does share his experiences and can warn against certain types of mistakes, he believes it is important for the coachees to work out for themselves where they belong. In the tax consultancy sector, it has become an established belief that the natural career goal for any tax adviser is to run their own business. Yet Achim is firmly convinced that this is not the case. Tax advisers can also earn excellent money whilst employed by a firm. Furthermore, many are considerably happier as they do not have to deal with business-related issues.

The body doesn’t lie

Stress and pressure manifest themselves in a wide variety of ways in people. Symptoms such as racing thoughts, stomach ache, headaches, tinnitus or back problems can be warning signs. Achim, too, was experiencing an increasing number of such complaints; he was also sleeping increasingly poorly and suffered from gastritis for months on end. The body sends out warning signals and produces psychosomatic symptoms. When Achim admitted to himself that the pain might have psychological causes, the inflammation cleared up. The warning signal had been received.

The fear of failure plays a major role in suppressing the symptoms. Yet Achim points out that exhaustion-related depression is an illness. And nobody should be ashamed of an illness. By opening up about his condition, Achim gained a new rapport with his colleagues and clients. He was no longer just the tax adviser and the go-getter, but a human being. By addressing this illness, but also by presenting solutions, he reached a whole new level of trust with those around him.

Towards a healthier society through a new culture of error tolerance

Paul points out that, as a society, we have established a culture that encourages us to persevere. Yet other cultures demonstrate that every failure offers an opportunity for a fresh start. In his view, we are all called upon to work towards a new culture of dealing with mistakes. In this way, we can teach children to deal with failure in a conscious manner, without it turning into a defeat. This also involves listening carefully to colleagues and taking the time to ask how they are feeling. Managers can set an example for this new culture by speaking openly about their own well-being. It is also important that they actively check in with their staff on a regular basis.

Finally, Achim urges us once again to take action when warning signs appear and not to bury our heads in the sand. Nowadays, in particular, there are plenty of ways to bring about change, however hopeless the situation may seem. When all else fails, change is bound to be worthwhile.