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Fully communicate early and often via email. They should be something like “hey, I found problem 1. I think the potential answer is X. Do you agree? If not, how should I move forward” that way you can show that you’re trying to solve these issues, but waiting for mgmt to confirm. You no longer become the bottle neck. Additionally, don’t let that problem stop you. If it’s in a memo, continue getting it client ready until you can’t. And move on to the other task. Lastly, if it’s a list of problems, have it clear what they are, and send follow up emails at the end of the week if you haven’t gotten any new info
this is the way to go; make sure you’re responsible for your items in terms of following through, and never have the ball in your own court; as long as you’ve done your part and documented that in emails the ball is in your managers’ court, you take no blame.
Would also CC the engagement senior manager (if there is one) on those weekly status updates, so they know as well.
I'm assuming you're in a form of AAS. In my experience, the group doesn't work like audit where shit rolls downhill. If a project suffers the blame would rarely laid at the foot of the associate. A manager or senior would be held accountable. I wouldn't stress.
True but optics is still important, otherwise no one can explain what happened when review season comes around
I would do exactly what PwC 1 said.
Good advice!
Never doubt the power of an email - gotta overly communicate at this point to make sure everyone knows what you're doing and why