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Body them up and make sure they understand you're not here for that nonsense
Tell an adult
I was just watching The Good Doctor. Similar situation, one of the doctors was talking down to the new doctor who doesn’t pick up on things like sarcasm. So the new doctor without realizing it called him out in front of everyone else for being rude. Say something like “does talking down to us makes us better auditors?” “Is this how your manager talked to you?” “ I look forward to learning from you, I am sure my success will be a reflection of your managerial skills."
Newsflash: we don’t care about your upward feedback. It’s just there to make you feel like your opinion matters.
Work overtime until you master your area, I’m talking 24/7 studying audit methodology. Once you mastered it you make complex documentation to the point the manager wants you to walk him/her through it. When this happens, proceed to talk down on him/her when they ask questions and get even more mad for them not knowing because they’re a manager. Sigh as loud as you can everytime you’re asked a question and begin the sentence with “it’s simple,”. After all this you should be good.
Public accounting is rough, and it’s CYA. Sorry if someone is being a dick/condescending, but that’s how a lot of the higher ups are going to be during your time at any firm. You will generally have three options. One is to get the hell away, whether that’s off the team, service line, firm, or public accounting altogether. One is to not back down, and get the fucking answers you need to get your job done. That can either get you some respect for showing you have tough skin and want to do well at your job, or it can get you thrown off the engagement (still a win), or get you a PIP. Or you can passive aggressively document everything so no one can screw you over.
What level are you? Do you have peers or seniors you could be asking instead? Are you asking the same questions multiple times? Most of the times I’ve seen people get annoyed about questions it’s because they’ve either already answered the question multiple times or there are other more appropriate people to be asking. Also, are you making sure to consolidate your questions so you’re not constantly interrupting them?
Try to get off the engagement, or find a senior you trust (even if it’s not a senior on your engagement) to ask for clarity from. Talk to your coach. Document everything. At the end of each meeting, email your manager a follow-up email summarizing what you were able to understand re: next tasks, so that if you didn’t get something right, your manager has time to correct in a documented form that (s)he can’t really be too rude about replying to, because it’s documented.
Read the audit manual
If you can’t do it for yourself then do it for your team members. Or all those that will come after you.
You wouldn’t be anxious if you prepared everyday. Next time prepare and document and be proactive in informing your manager what you are doing.
@Tax Manager 1, oh wow I wish I could do that. Mostly if they are saying “how do you not know that” I just respond with “I only started recently and am just trying to learn”. I don’t think I have worked here long enough to earn the right to completely call them out on it though. Also they lowkey do my engagement reviews so is risky to be bold. If I had more experience here I’d definitely consider saying one of those though! Thanks for the response
Option 1: You ask the questions, until you understand the answers (hopefully documenting both) and can effectively get your work done. Option 2: you don't ask the questions, don't do the right work or struggle, and the engagement suffers. Any mgr or Sr. should understand that when you're asking them questions. If not, schedule a meeting to set expectations and ask them what is the best way to get answers, and like others say, keep receipts. But make sure you're not skipping up the chain without asking the other levels first.
Power through it! During your career you are going to deal with challenging personalities whether it is at the firm or with clients. Try to remember the things you didn't like about your superiors and try not to do them to your teams when you are in charge. If someone is a total dbag and they finally get what's coming to them make sure to grab a drink that day to celebrate.
Had the same problem and ended up on PIP. The chances are slim that you will guess your manager’s style and what they expect from you. Asking questions is punishable. There’s no way out. It’s pure luck whether you get a good senior/manager working with you or not.
Well that is the defense mechanism of your manager either he/she doesn’t know at all and don’t know how or what to coach you coz he/she himself/herself couldn’t answer your question :) if he/she is a good manager, he/she should invest in you for upfront coaching because that will save time for his/her review if you submit your workpaper based on his/her expectation of the audit documentation :)
rule of thumb is don’t let anyone in a firm disrespect you regardless of rank. Make swift action to report behavior you deem as not appropriate. unhealthy work environments don’t allow for growth.
That is the typical nurturing kpmg culture. Your manager probably isn’t that smart and treats his people that way out of insecurity. Find a new manager/mentor
You should not feel anxious. Are there peers whether on the engagement team or outside the engagement team you can ask? Do you have a mentor you can ask? You can ask your PML and also let your PML know of the issue to avoid having negative feedback when it comes time for performance reviews. Your PML can reach out to the manager to get feedback on your performance and raise your concerns.
When asking question I would not suggest email or Skype.
Ok thanks...