From Team Member to Team Leader: A How-To Guide

“It’s not about the title, but the courage to inspire and uplift others.”

I started out just like many of you—focused on deliverables, staying on top of client requests, and doing everything I could to meet deadlines. 

But somewhere along the way, the role evolved. One day, I was the one being guided; the next, I had to become the guide. 

And earlier this year, I faced one of the toughest moments in my leadership journey. Two of the key accounts I was handling transitioned out—unexpectedly and almost simultaneously.  

The setup had been running well, but when the shift happened, it brought questions, reflection, and hard lessons. I realized then that being a leader isn’t just about keeping things in order when everything goes right. It’s about how you respond when things don’t happen exactly the way you planned. 

Soon I realized, leadership means constantly balancing three things: the client, the team, and the management. And sometimes, despite your best efforts, not everything will go as planned. But that doesn’t mean you failed; it means you’re growing to be the better version of yourself. 

In this article, I will share my journey from being a team member to becoming a team leader in D&V Philippines—what I’ve learned, what I wish I knew sooner, and what it truly takes to lead with a heart in this industry. 

Transitioning into Leadership: From Team Member to Team Leader 

Becoming a team leader in the finance and accounting (F&A) industry isn’t about having a new title under your name. It’s about shifting the way you think and carry yourself. It’s no longer just about getting things done nor finishing your own tasks—it’s about taking on a responsibility that impacts your team, your clients, and the organization as a whole. 

Beyond the Checklist 

When I was still a team member, my day was pretty straightforward:

• Finish the tasks 

• Double-check everything 

• Hit send before the deadline 

Simple, right? I had my list, I knew what to do, and I was focused on doing it well. But things took a turn when I stepped into a leadership position. 

A Wider View 

Suddenly, it wasn’t just about my to-do list anymore. I had to start asking new questions for the team under my belt: 

• How’s the team doing overall? 

• Are we giving the client what they need? 

• Is someone in the team struggling? 

• How can I help them without micromanaging them? 

Now, everything matters as my role has expanded. I wasn’t just handling reports—I was looking out for people. I was making sure we delivered quality work as a group. I now have to think about how my decisions will affect the team, the client, and the upper management. 

You’re not just doing your own work anymore. You’re creating the space for others to do their best, too. 

It’s Not About Being Perfect 

What I’ve come to understand is this: You don’t need to have it all figured out. What matters is your willingness to learn as you go. 

Leadership isn’t about being flawless. It’s about showing up, making decisions, and learning from what works—and what doesn’t. 

And when things go off track, it doesn’t mean you failed. It means you’re being stretched out. You’re being shaped into someone stronger. 

“But that doesn’t mean you failed; it means you’re growing to be the better version of yourself.” 

That’s what the transition really looks like. It’s messy. It’s uncomfortable. And it’s also where the most meaningful growth happens. 

Read: Leadership 101: Tips to Be a Better Leader in the Workplace 

Managing People While Managing Client Expectations

As mentioned earlier, when you step into a leadership role in the F&A industry, it’s no longer just about what you can deliver—it becomes about what your team can accomplish together, and how that aligns with what your clients need and expect from the team.

At D&V Philippines, we don’t just offer accounting services but rather, we become an extension of our client businesses. We handle finance and accounting functions such as: 

• Bookkeeping  

• Management accounting 

• Financial reporting 

• Tax preparation and so on. 

This means that our clients have high expectations and rely on us to get things right—and on time. But behind every accurate report and reconciled ledger is a team that needs to be guided, supported, and heard. 

Here’s how I manage both my own team and client expectations: 

1. Set the day with daily check-ins

Every day, I touch base with the team. We talk about what’s on their plate, what challenges they're facing, where the team stands with deadlines, who might be overwhelmed, and any client updates we should be aware of. Having these quick check ins within the team allows me to assess if the team and I are still on the same page, which avoids misunderstanding in the long run. 

2. Ask the team to own the account 

Second, I always say this to my team: Own the account. Don’t settle for just finishing the task or what your client asks to do but rather be proactive and be invested. It’s not just giving 100 percent, but 150 percent effort in everything we do because how we serve our clients reflects who we are as a team and as a company.  

3. Use tools, but don’t rely on it solely

Within my team, we use monitoring sheets, to-do lists, and trackers. Aside from that, I always make sure to have regular meetings and monthly catchups, not just with our team, but with the entire group to catch issues early on and adjust before a problem escalates. 

4. Walkthrough your team on how to solve it

Admittedly, I am the kind of leader who believes learning happens best through experience. I don’t see problems as something I have to fix alone. From the start, my mindset has always been: we solve things together. 

So whenever there’s an issue, I bring my team in. I don’t just explain what I did—I walk them through the situation, step by step, and let them contribute. That way, when they face something similar down the line, they won’t feel lost. They’ll already have a sense of direction because they’ve been part of the process before. 

At the end of the day, it’s not just the quality of your reports that matters—it’s the quality of your people. When clients see a team that’s fully equipped, confident, responsive, and committed, they feel secure. And that trust? It can turn a one-time engagement into a long-term partnership. 

Skills Young Professionals Need 

In order to thrive in this industry, I believe that knowing your way around spreadsheet isn’t enough. Instead, you need to have the right mix of technical knowledge and people skills.  

In our company, we work with international clients and as mentioned above, these clients rely on us not just for our output, but for how we handle situations, solve problems, and communicate clearly. That takes more than just theory. 

Let’s start with the technical side:

a. Solid grasp of accounting principles’

Yes, this is the most important hard skill you need to have, or in other words, this is your “foundation”. You need to understand this deeply, especially when you’re preparing financial reports or ensuring compliance. Because if your basics are shaky, how can you serve clients, right? 

b. Proficient in accounting software 

Another thing you should know is that you should be proficient in any accounting software because if you can’t navigate your platforms efficiently, you’ll just be wasting your time and, in this industry, time matters. 

c. Analytical and critical thinking

In all honesty, clients don’t just want someone to input numbers. They want someone who can see patterns, find errors, and understand what the data is telling them about. 

d. Able to Adapt

If you want to be relevant in this industry, you must quickly learn and be open to new systems because the tools we use today might not be the same ones we’ll use next year. 

Now let’s talk about the soft skills or the qualities you need in this industry to stand out: 

e. Emotional Intelligence

The harsh truth is that you cannot lead anyone if you don’t know how to manage your own emotions first. And having these will help you stay composed in difficult situations, especially when your team is looking to you for directions. If you let stress take over, it won’t just affect your performance—it will ripple out and impact the morale of your team.  

On the other hand, when you can pause, assess a situation with a clear mind, and respond with empathy and composure, your team will follow your lead. This is especially important when resolving conflicts, building strong client relationships, and fostering a positive team culture—all of which are challenging but critical aspects of leadership. 

f. Clear communication 

You don’t need fancy words or a perfect accent. Just say what you mean, and say it well. Be direct, be respectful, and get your point clearly within the team. 

g. Team mindset 

Even if you're working remotely or on your own tasks, how you support your team still counts. Your work affects everyone else, so the ability to work well with others is always a plus. 

h. Resilience and confidence 

I’ve seen how some people get rattled when things don’t go as planned. That’s why I value those who stay calm and carry on. One person I’ve always admired for this is the late Miriam Defensor Santiago, a former senator known for her sharp wit, fearless presence, and eloquence both in English and Tagalog.  

Whether she was speaking in court or on stage, she always commanded attention and respect. That’s the kind of presence that sticks with people in this industry—and that’s the type of confidence I want to pass on to my team. 

Giving Feedback and Helping the Team Grow 

In leadership, giving feedback isn’t just about pointing out what went wrong—it’s about showing your team how to get it right, and helping them feel capable enough to do it. 

As someone who started from the ground up, I’ve learned that a high-performing team doesn’t come from strict rules or micromanagement. It grows through balance—between guiding and listening, leading and adjusting. 

One thing I always remind new leaders of: listen to yourself, yes—but don’t stop there. You need to listen to your people, too. Just because you’re in charge doesn’t mean you’re always right. And when you are working with diverse teams, personalities and skill levels, it becomes even more important to create space and meet them halfway. 

Read Next: 5 Reasons Why Accounting Professionals Need a Mentor 

Continual Growth as a Leader 

If there’s one thing I’ve learned about leadership, it’s this: it never stops evolving—and neither should you. 

Back when I first started at D&V Philippines in 2012, I was a junior associate with big dreams and barely a clue about where this path would lead. But one thing I had, even then, was a conversation that stuck with me. 

It was with Mr. Jerry Ambrosio, our former CFO. He was the one who interviewed me during my application. And I told him, “Sir, even if I’m a ‘no one’ today, I’ll become ‘someone’ someday.” 

Over a decade later, now as a director, I saw him again—retired, yes, but still the kind of person who could shape a mindset just by listening. I said, “Sir, I need to tell you something,” and he simply replied, “I’m aware. Congratulations.” 

That moment reminded me of something Mr. Jerry used to emphasize experience is what builds real leadership. Not titles. Not tenure. Experience. 

How I Continue to Grow 

Growth doesn’t stop just because you’ve stepped into a higher role. In fact, it gets even more important. 

At D&V Philippines, we put a premium on continual learning—and not just through formal training. Sure, we attend seminars and webinars. But the most powerful lessons often come from shared experiences. 

Talking with fellow leaders. Comparing notes. Asking what worked, what didn’t, and what you’d do differently next time. Those conversations are just as valuable as any technical course. 

Here’s how I keep myself—and my team—growing: 

• Regular training sessions - not just technical, but also leadership-focused
• Open sharing of real work experiences - wins, failures, and lessons

Learning to Handle Pressure 

Let’s be honest: the pressure never really goes away. You’re responsible for your team, your clients, and the delivery. That kind of weight can feel like a lot—because it is. 

But I’ve learned that composure is part of the job. When things start piling up, I pause. I focus on the bigger picture. I remind myself that if I let the stress eat at me, I’ll be no good to anyone—not my team, not the client, not myself. 

As the face of your team, you have to show up consistently—even when you don’t feel ready. Even when it’s heavy. Because how you carry yourself under pressure sets the tone for everyone else. 

It’s not about faking strength. It’s about choosing professionalism even when things get tough. 

Because leadership is never about having all the answers. It’s about showing up, learning as you go, and becoming better not just for yourself—but for the people counting on you. 

Words of Advice to Professionals 

When I first stepped into a leadership role, I thought I had to handle everything. I believed things would go exactly as I had planned. But the truth is, you can’t control everything—and you’re not supposed to. What you need is preparation. Be ready for setbacks, and stay focused when things don’t go your way. 

For those who are just starting out or about to lead a team for the first time, especially in a fast-paced environment like ours, here’s my advice: 

• Be patient
• Be considerate—whether big or small

And always remember, your success isn’t yours alone. It’s because of your team—the people around you who work with you every day. How they perform reflects how you’ve led them. So never ever forget to give credit where it’s due. 

Choose the Right Employer 

If you’re looking for more than just a job and if you want to be part of a company that values growth, teamwork, and leadership from within, then consider joining the D&V Philippines.   

You may visit our recruitment page to discover the various positions currently available within our organization. You can also download our whitepaper Employees to Partners: How D&V Philippines Invests in its People to learn about our employee-centric approach and how we can assist you in achieving your career goals.    

This article has been written in collaboration with Angelica Garcia, a content specialist at D&V Philippines.