Intellectual skills, integrity, intensity, and interpersonal savvy are all prized in finance staffers — but not necessarily in that order, according to a panel of CFOs.
David McCann, CFO.com | US
April 26, 2011
Great comments from forward-thinking CFOs. My challenge to those CFOs who read this and thought "I know my behavior doesn't match these best practices - and I don't know how to change": get the help you need! It could be someone on your staff who is naturally good at developing people and you ask them to mentor you in this area (which could be a great learning experience for both of you). Or ask a peer for help. Or contact one of the CFOs in the article for ideas - lots of possibilities exist. The issue of Talent leadership is only going to intensify as our companies and careers grow. Take a step today in the direction of gaining more skills to effectively lead your greatest asset.
Posted by Ginny Schlosser | May 10, 2011 02:13 pm
Excellent article! Very relevant and accurate panel observations! Thanks for sharing!
Posted by Madhavi Rampalli | April 28, 2011 11:21 am
The observations of the panel are on the dot and absolutely relevant if we want to build a "trustable" finance and accounting function. It sets the tone, culture and value for the organization. Wonderful discussion.
Posted by Sivaramakrishna Sadasivam | April 28, 2011 07:00 am
The panel hit it on the head: For those that want to be engaged, they want to know that their work/contributions to helping the team and the company achieve their respective objectives are actually making an impact and those actions are being acknowledged and rewarded. Communication is also key because if you're a junior level person in need of information to do your job or perform at the next level, that information can only come from those higher up the chain of command. Sessions like quarterly town halls are great because you have an opportunity to engage in dialogue with leadership that you otherwise would not be able to. Take advantage and take control of your career!
Posted by Bill Storey | April 27, 2011 11:44 pm
Great article - thank you for sharing the speakers comments. People drive your organization - ultimately, they are your most valuable asset. Behind closed doors at a Recruiters office, you hear the truth from top talent. If compensation is market (competitive) , the number one or two reason for moving on is not better pay or role but leadership. People leave people not companies/organizations. It is leaderships responsibility to ensure they invest in the development of their people. The key is a leader taking interest in their life ( professional and personal). People want to know someone actually has an interest in their success. They do not expect someone to take care of them but care about them. This means honest candid feedback( good and bad) and help in developing. Top performers want to be wanted and caring about them demonstrates that. The CFO must demonstrate a keen interest in their direct reports and teach them to care about their team as well
Posted by Jim Wong | April 26, 2011 05:22 pm
This was one of the best things I have read at your blog. Would that more companies would do these things.
Posted by David Merkel | April 26, 2011 11:42 am© CFO Publishing Corporation 2009. All rights reserved.