Leading and managing are two separate attitudes. Each delivers different results.
This chapter explores how you must use the skill of coaching to help your organisation establish a high standard of excellence. You will practise your skill of coaching and quickly synthesise critical information as you help your hypothetical friend, Brian, set the tone.
After reading this chapter, you should be able to
take charge of setting the tone at the top of your organisation by addressing key weaknesses.
provide and apply specific tools that will foster balanced risk-taking in your organisation.
persuade other leaders to define and embody accountability so it becomes a cultural norm.
enhance governance inside your organisation without the need to establish new or stronger policies.
The roles outlined in previous chapters may be new ways of thinking about yourself as a CFO, controller or other senior management accountant. Here are some titles that may help you begin to imagine yourself into these roles:
Chief Strategic Officer
Philosopher King of Finance
Manager of Strategic Planning & Institutional Insight
Chief Planning & Strategy Officer
Orchestrator of Financial Management
Accounting Strategy Leader
Leader of Fiscal Discipline, Insight & Foresight
This book will use “CFO” to name this evolving position; you may find it useful or inspiring to employ one or more of the titles just listed.
An important ...