{"id":1657,"date":"2026-04-09T15:53:22","date_gmt":"2026-04-09T10:23:22","guid":{"rendered":"https:\/\/cajdshah.com\/blog\/?p=1657"},"modified":"2026-04-09T15:53:22","modified_gmt":"2026-04-09T10:23:22","slug":"finance-leadership-performance-team-efficiency","status":"publish","type":"post","link":"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/","title":{"rendered":"Why \u201cNice\u201d Leaders Are Quietly Draining Your Finance Team\u2019s Performance"},"content":{"rendered":"<section class=\"wpb-content-wrapper\"><p>[vc_row css=&#8221;.vc_custom_1765522538490{margin-top: 20px !important;margin-bottom: 20px !important;}&#8221;][vc_column][vc_column_text]<\/p>\n<p>In the fast-moving world of finance where deadlines are tight, margins for error are razor-thin, and regulatory scrutiny is relentless team management is not a soft skill. It is a performance lever. And yet, time and again, we see finance leaders make the same costly mistake: confusing kindness with effectiveness.<\/p>\n<p>Being a \u201cnice\u201d leader feels right. No conflict, no difficult conversations, no pushback. But in a finance team, that comfort has a price and it shows up directly on your bottom line.<\/p>\n<p>[\/vc_column_text][vc_separator][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1765522550472{margin-top: 20px !important;margin-bottom: 20px !important;}&#8221;][vc_column][vc_column_text]<\/p>\n<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_81 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Table of Contents<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#Why_Leadership_Style_Matters_More_in_Finance_Than_Anywhere_Else\" >Why Leadership Style Matters More in Finance Than Anywhere Else<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#The_Real_Cost_of_Being_Too_%E2%80%9CNice%E2%80%9D\" >The Real Cost of Being Too \u201cNice\u201d<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#1_Accountability_Gaps_That_No_One_Talks_About\" >1. Accountability Gaps That No One Talks About<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#2_Performance_Feedback_That_Gets_Softened_Into_Uselessness\" >2. Performance Feedback That Gets Softened Into Uselessness<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#3_Talent_Retention_Done_Backwards\" >3. Talent Retention Done Backwards<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#4_Decision_Paralysis_Disguised_as_Collaboration\" >4. Decision Paralysis Disguised as Collaboration<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#5_Missed_Deadlines_That_Become_Accepted_Culture\" >5. Missed Deadlines That Become Accepted Culture<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#The_Hidden_Cost_Eroded_Team_Standards\" >The Hidden Cost: Eroded Team Standards<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#What_Strong_Finance_Leadership_Actually_Looks_Like\" >What Strong Finance Leadership Actually Looks Like<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#Lead_with_Clarity_Not_Just_Compassion\" >Lead with Clarity, Not Just Compassion<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/cajdshah.com\/blog\/finance-leadership-performance-team-efficiency\/#Final_Thoughts\" >Final Thoughts<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"Why_Leadership_Style_Matters_More_in_Finance_Than_Anywhere_Else\"><\/span>Why Leadership Style Matters More in Finance Than Anywhere Else<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Finance is not a department that can afford ambiguity. Unlike creative or exploratory functions, a finance team operates on precision, compliance, and accountability. A missed reconciliation, a delayed audit response, or a poorly reviewed report does not just create internal friction, it creates regulatory exposure, cash flow risk, and reputational damage. This is especially true in today\u2019s environment, where the role of a<a href=\"https:\/\/cajdshah.com\/tax-consultancy-services.html\" target=\"_blank\" rel=\"noopener\"> tax consultant in Mumbai<\/a> or a<a href=\"https:\/\/cajdshah.com\/indirect-tax-services.html\" target=\"_blank\" rel=\"noopener\"> GST consultant<\/a> extends well beyond filing returns it encompasses advising on team structures, process gaps, and the leadership behaviours that drive or derail compliance outcomes.<\/p>\n<p>Industry patterns consistently show that finance teams underperforming on output share a common thread not a lack of technical skill, but a lack of leadership structure. In many cases, performance expectations are communicated vaguely, errors are addressed privately and gently with no systemic follow-up, and high performers silently carry the load of underperformers until they leave.<\/p>\n<p><strong>The result? <\/strong>Skilled professionals disengage, standards quietly drop, and leadership remains blissfully unaware because everyone is too comfortable to say anything.[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_single_image image=&#8221;1661&#8243; img_size=&#8221;large&#8221; style=&#8221;vc_box_shadow_border&#8221;][vc_separator][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1765522550472{margin-top: 20px !important;margin-bottom: 20px !important;}&#8221;][vc_column][vc_column_text]<\/p>\n<h2><span class=\"ez-toc-section\" id=\"The_Real_Cost_of_Being_Too_%E2%80%9CNice%E2%80%9D\"><\/span>The Real Cost of Being Too \u201cNice\u201d<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<h3><span class=\"ez-toc-section\" id=\"1_Accountability_Gaps_That_No_One_Talks_About\"><\/span>1. Accountability Gaps That No One Talks About<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>When a finance leader avoids hard conversations, accountability becomes optional. Teams pick up on this faster than any memo could communicate it. If a deadline is missed and the response is a gentle reminder, that deadline was never really a deadline.<\/p>\n<p><strong>Insight: <\/strong><em>In finance, an accountability gap at the team level is never contained there it escalates to client deliverables, compliance timelines, and eventually, leadership credibility.<\/em><\/p>\n<h3><span class=\"ez-toc-section\" id=\"2_Performance_Feedback_That_Gets_Softened_Into_Uselessness\"><\/span>2. Performance Feedback That Gets Softened Into Uselessness<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Feedback in finance must be specific and actionable. When a manager says \u201cyou could maybe look at improving your turnaround time,\u201d what they mean is \u201cyour reports are consistently late and it\u2019s affecting the team.\u201d The sanitised version feels kinder, but it leaves the employee with no real understanding of the problem or how to fix it.<\/p>\n<p><strong>Example: <\/strong><em>A finance manager who avoids direct feedback during quarterly reviews often finds themselves managing a performance improvement process 12 months later a far more disruptive and demoralising outcome for everyone involved.<\/em><\/p>\n<p>[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_separator][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1765522550472{margin-top: 20px !important;margin-bottom: 20px !important;}&#8221;][vc_column][vc_column_text]<\/p>\n<h3><span class=\"ez-toc-section\" id=\"3_Talent_Retention_Done_Backwards\"><\/span><strong>3. Talent Retention Done Backwards<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Here is the irony: nice leaders often lose their best people first. High performers in finance have choices. They want to work in environments with clear standards, strong peers, and leaders who invest in their growth not leaders who protect everyone equally regardless of output.<\/p>\n<p><strong>Insight: <\/strong><em>When top performers see that underperformance goes unaddressed, they do not wait around. They find teams where excellence is actually recognized and the \u201cnice\u201d leader is left with the team that was comfortable staying.<\/em><\/p>\n<h3><span class=\"ez-toc-section\" id=\"4_Decision_Paralysis_Disguised_as_Collaboration\"><\/span>4. Decision Paralysis Disguised as Collaboration<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Inclusive leadership is valuable. But there is a meaningful difference between genuinely collaborative decision-making and a leader who avoids taking a stance to keep everyone happy. In finance, delayed decisions cost money sometimes literally, when it comes to investment calls, cost-cutting timing, or vendor negotiations.<\/p>\n<p><strong>Fact: <\/strong><em>Finance leaders who consistently defer decisions to group consensus often create teams that are unable to function independently under pressure which is precisely when finance teams need to perform best.<\/em><\/p>\n<h3><span class=\"ez-toc-section\" id=\"5_Missed_Deadlines_That_Become_Accepted_Culture\"><\/span>5. Missed Deadlines That Become Accepted Culture<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>The first time a deadline is missed without meaningful consequence, it sets a precedent. The third time, it becomes culture. Finance teams operating without real deadline accountability develop a rhythm that simply does not match the pace at which business decisions need financial data to support them.<\/p>\n<p>And here is what makes this particularly dangerous: leadership often does not see it happening. Everyone is polite. Everyone says \u201cwe\u2019re working on it.\u201d The team functions just not at the level the business actually needs.<\/p>\n<p>[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_separator][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1765522550472{margin-top: 20px !important;margin-bottom: 20px !important;}&#8221;][vc_column][vc_column_text]<\/p>\n<h2><span class=\"ez-toc-section\" id=\"The_Hidden_Cost_Eroded_Team_Standards\"><\/span>The Hidden Cost: Eroded Team Standards<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Beyond individual performance issues, consistently \u201cnice\u201d leadership erodes collective team standards over time. This is not a dramatic failure it is a slow, quiet decline, and it is far more dangerous because it goes unnoticed until the damage is significant.<\/p>\n<p>Finance teams that are not held to clear benchmarks tend to:<\/p>\n<ul>\n<li>Lose the discipline required for accurate forecasting and financial modelling<\/li>\n<li>Develop inconsistent documentation and review practices that create audit risks<\/li>\n<li>Begin to approach compliance tasks reactively rather than proactively a costly posture in any regulatory environment<\/li>\n<li>Gradually normalise inaccuracies that, individually, seem small but compound into significant misstatements<\/li>\n<\/ul>\n<p>None of these are headline failures. They are quiet ones. And they have a way of surfacing at the worst possible moment during an<a href=\"https:\/\/cajdshah.com\/audit-assurance-services.html\" target=\"_blank\" rel=\"noopener\"> audit<\/a>, a due diligence process, or a board presentation.[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_separator][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1765522550472{margin-top: 20px !important;margin-bottom: 20px !important;}&#8221;][vc_column][vc_column_text]<\/p>\n<h2><span class=\"ez-toc-section\" id=\"What_Strong_Finance_Leadership_Actually_Looks_Like\"><\/span>What Strong Finance Leadership Actually Looks Like<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>The goal is not to become a harsh or transactional leader. The goal is to lead with both clarity and care which is a very different thing from simply being \u201cnice.\u201d<\/p>\n<p>The strongest finance leaders we observe share a consistent set of traits. They hold high standards and genuinely invest in their people\u2019s growth. They deliver direct feedback because they respect their team enough to tell them the truth. They enforce accountability because they understand it protects the entire team\u2019s reputation not just the organisation\u2019s numbers.<\/p>\n<p>They are also clear about what success looks like. Not in vague, aspirational terms, but in specific, measurable outcomes that every team member can orient themselves around. When expectations are explicit, accountability is no longer personal it is simply a professional standard that everyone holds themselves to.<\/p>\n<p>These leaders are not feared. They are respected. And there is a significant difference between the two when it comes to long-term team performance and retention.<\/p>\n<p>[\/vc_column_text][vc_single_image image=&#8221;1663&#8243; img_size=&#8221;large&#8221; style=&#8221;vc_box_shadow_border&#8221;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1765522550472{margin-top: 20px !important;margin-bottom: 20px !important;}&#8221;][vc_column][vc_column_text]<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Lead_with_Clarity_Not_Just_Compassion\"><\/span>Lead with Clarity, Not Just Compassion<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>The earlier a finance leader builds a culture of clarity and accountability, the stronger the team\u2019s foundation and the more equipped the team is to handle the pressure that high-stakes finance inevitably brings.<\/p>\n<p>This does not mean eliminating empathy from the equation. It means channelling empathy productively understanding that a team member\u2019s long-term professional growth matters more than their short-term comfort, and that honest feedback, given with care, is one of the most valuable things a leader can offer.<\/p>\n<p><strong>Some practical starting points for finance leaders:<\/strong><\/p>\n<ul>\n<li>Set explicit deadlines and define what \u201con time\u201d means not just for client deliverables, but for internal milestones<\/li>\n<li>Create a feedback rhythm where performance conversations happen regularly, not only during annual reviews<\/li>\n<li>Distinguish between personal kindness and professional tolerance of underperformance you can be both warm and direct<\/li>\n<li>Acknowledge publicly when standards have slipped, and course-correct without blame this sets a tone of collective ownership rather than individual fault<\/li>\n<li>Invest in your high performers visibly mentorship, stretch assignments, recognition. Make it clear that excellence is noticed and rewarded<\/li>\n<\/ul>\n<p>[\/vc_column_text][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1765522550472{margin-top: 20px !important;margin-bottom: 20px !important;}&#8221;][vc_column width=&#8221;1\/2&#8243;][vc_column_text]<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Final_Thoughts\"><\/span>Final Thoughts<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Leadership in finance is not about being the most liked person in the room. It is about building a team that is trusted, dependable, and capable of performing under pressure consistently.<\/p>\n<p>\u201cNice\u201d leadership feels safe in the short term. But over time, it quietly costs your team their standards, your organisation its efficiency, and you your most valuable people.<\/p>\n<p>The good news? This is entirely fixable. And it starts with one simple shift: choosing clarity over comfort, not because it feels better, but because your team deserves it and so does your business.<\/p>\n<p>[\/vc_column_text][\/vc_column][vc_column width=&#8221;1\/2&#8243;][vc_single_image image=&#8221;1662&#8243; img_size=&#8221;large&#8221; style=&#8221;vc_box_shadow_border&#8221;][\/vc_column][\/vc_row][vc_row css=&#8221;.vc_custom_1765522550472{margin-top: 20px !important;margin-bottom: 20px !important;}&#8221;][vc_column][vc_column_text]<strong>At<\/strong><a href=\"https:\/\/www.linkedin.com\/company\/jdshahassociates\/\" target=\"_blank\" rel=\"noopener\"> <strong>JD Shah Associates<\/strong><\/a>, one of the leading chartered accountant firms in Mumbai, we work closely with finance leaders and business owners to build not just compliant, well-structured financials but organisational environments where finance teams perform at their best. Recognised as the best CA firm in Borivali, Mumbai, we understand that good numbers start with great teams.[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<div class=\"pvc_clear\"><\/div>\n<p id=\"pvc_stats_1657\" class=\"pvc_stats all  \" data-element-id=\"1657\" style=\"\"><i class=\"pvc-stats-icon medium\" aria-hidden=\"true\"><svg aria-hidden=\"true\" focusable=\"false\" data-prefix=\"far\" data-icon=\"chart-bar\" role=\"img\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" viewBox=\"0 0 512 512\" class=\"svg-inline--fa fa-chart-bar fa-w-16 fa-2x\"><path fill=\"currentColor\" d=\"M396.8 352h22.4c6.4 0 12.8-6.4 12.8-12.8V108.8c0-6.4-6.4-12.8-12.8-12.8h-22.4c-6.4 0-12.8 6.4-12.8 12.8v230.4c0 6.4 6.4 12.8 12.8 12.8zm-192 0h22.4c6.4 0 12.8-6.4 12.8-12.8V140.8c0-6.4-6.4-12.8-12.8-12.8h-22.4c-6.4 0-12.8 6.4-12.8 12.8v198.4c0 6.4 6.4 12.8 12.8 12.8zm96 0h22.4c6.4 0 12.8-6.4 12.8-12.8V204.8c0-6.4-6.4-12.8-12.8-12.8h-22.4c-6.4 0-12.8 6.4-12.8 12.8v134.4c0 6.4 6.4 12.8 12.8 12.8zM496 400H48V80c0-8.84-7.16-16-16-16H16C7.16 64 0 71.16 0 80v336c0 17.67 14.33 32 32 32h464c8.84 0 16-7.16 16-16v-16c0-8.84-7.16-16-16-16zm-387.2-48h22.4c6.4 0 12.8-6.4 12.8-12.8v-70.4c0-6.4-6.4-12.8-12.8-12.8h-22.4c-6.4 0-12.8 6.4-12.8 12.8v70.4c0 6.4 6.4 12.8 12.8 12.8z\" class=\"\"><\/path><\/svg><\/i> <img loading=\"lazy\" decoding=\"async\" width=\"16\" height=\"16\" alt=\"Loading\" src=\"https:\/\/cajdshah.com\/blog\/wp-content\/plugins\/page-views-count\/ajax-loader-2x.gif\" =0 title=\"\"><\/p>\n<div class=\"pvc_clear\"><\/div>\n<\/section>","protected":false},"excerpt":{"rendered":"<p>[vc_row css=&#8221;.vc_custom_1765522538490{margin-top: 20px !important;margin-bottom: 20px !important;}&#8221;][vc_column][vc_column_text] In the fast-moving world of finance where deadlines are tight, margins for error are razor-thin, and regulatory scrutiny is relentless team management is not a soft skill. It is a performance lever. 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