book

The Traits of Today's CFO

Name: The Traits of Today's CFO
Author: Ron Rael
ISBN: 9781937352233

by Ron Rael

May 2017

Beginner

160 pages

3h 52m

English

Wiley

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Cover Page
Title Page
Copyright Page
Contents
Introduction
IntroductionAdvanced Critical SkillsSpecific Best Practices
1 Step 1: Improve your Leadership Effectiveness by Looking Ahead
Our future—more of the Same, at Warp SpeedCFO and Controller’s Future RolesThe CFO and Controller Team’s ResponsibilitiesThe Management Accounting Department’s Journey Into the FutureValue Creation Approach to Management Accounting: Eight Insights into Management Accounting’s FutureUniversal Theme No. 1: An Emphasis on Nonaccounting RolesUniversal Theme No. 2: Our Performance GapUniversal Theme No. 3: The Collaborative PartnershipSolution No. 1—How to Overcome the Performance GapSolution No. 2—How to Prepare for Tomorrow
2 Step 2: Become an Effective Coach
Coaching in a NutshellCoaching at the Individual LevelThe Skill of CoachingAccountability Factor in CoachingSpecific Skills of a True CoachCoaching Skills DefinedCoaching at the Organisational LevelTeaching and TrainingCounsellingGuidingLearningSharingQuestioningRelatingListeningUsing IntuitionCreativityController and CFO Best Practice: Position DescriptionElements of the Position DescriptionBenefits of using a Position DescriptionTips on Making the Position Description EffectivePosition Description for a General Accounting Assistant
3 Step 3: Improve the Organisation’s Performance Through Coaching
CFO = InfluencerBest Practice: Shape the Culture by Defining ItTone at the TopThe Leader as Proactive Shaper of CultureCFO Tool: Cultural IdealsThe Story You TellIn the EndBest Practice: Create Balanced Risk-Taking With a Risk ProgrammeRisk Is Individual to Each of UsRisk Is Everywhere and Never-EndingWhy Defining Risk Is NecessaryThe Meaning of Risk Has ChangedFundamental Sources of All Business RisksCFO Solutions to Make People Aware That Risk ExistsCFO Solutions to make People Aware that Risk can Be SurvivedCFO tool: Risk IdentificationCFO tool: Selecting the Right StrategyIn the EndBest Practice: Foster Accountability by Defining ItAccountability From a Leader’s PerspectiveAccountability Is Often MisunderstoodWhere Accountability Fits InThe Undefined StandardWhy Accountability Works to Make Everyone SuccessfulHow Leaders Improve Accountability10½ Rules of AccountabilityBest Practice: Establish a Governance Programme That Eliminates Questionable PracticesControls or Policies Are Not GovernanceMakeup of a Governance ProgrammeThe Human Element in GovernanceCost of Governance
4 Step 4: Improve your Team’s Effectiveness Through Coaching
The Value of Teaming in FinanceThe CFO as Developer of Team’s Skills and TalentsIn EssenceBest Practice: Shape Your Employees’ Teaming Behaviours With a Solid StructureThe Teaming CultureThe Team’s Decisions Are Made by ConsensusHow to Create a Strong Team10½ Rules About Building Effective TeamsIn the EndBest Practice: Shape Your Employees’ Accountability by Establishing Behaviour ExpectationsExpectations and Standards Shape BehavioursCultural ObjectivityCFO Tool: Culture StatementCFO Tool: Ground RulesCFO Tool: Service StandardsIn the EndBest Practice: Shape Your Employees’ Behaviour by Using Honest FeedbackPower of Immediate FeedbackHow to Keep Feedback ObjectiveHow Leaders Use FeedbackWhen and Where to Use Feedback10½ Rules for Performance Improving FeedbackIn the EndBest Practice: Shape Your Employees’ Behaviour With Recognition and RewardsWhy Rewards and Recognition Foster Team BehavioursHow Leaders Create Team RecognitionIn the End
5 Step 5: Improve your Change Agent Skills Through Self-Coaching
Your Need for Self-CoachingController or CFO’s True RoleSimilar Roles Yet Different ResponsibilitiesBest Practice: Skills Gap AssessmentChange Agent’s Skills ExplainedBest Practice: Gap AnalysisGap Analysis DefinedIn the EndBest Practice: Formalised Action Planobtain Tangible Results With an Action PlanBest Practice: Action Plan Reporting and AccountabilityIn the EndCFO versus the Controller—How the Roles vary

6 Step 6: Improve your Skills as a Leader in the Middle
Your Personal Strength: Surviving as a Manager in the MiddleYour Biggest Hurdle to Becoming a Great LeaderNatural Rule of LeadershipBest Practice: Solution CreatorHow to Become an Effective Problem SolverTheir Pain Is Real and Tangible, Yet HiddenBest Practice: Probing QuestionsHow to Get to the Real ProblemWhy Management Accountants Do Not Use Objective QuestioningBest Practice: Problem RestatementWays Get to the Real Cause of an Issue or ProblemNo. 1 Big Mistake of the CFONo. 2 Big Mistake of the CFOHow to Use Problem RestatementThe Process for Restating the ProblemIn the End
7 Chapter 7: Step 6½: Improve by Making a Commitment
Growing PainsNo. 3 Big Mistake of the CFOToday’s Management Accounting Leader RealitiesOur Skills and Knowledge Grow Obsolete at an Ever-Faster RateA Management Accounting Team Advances in Only Two Ways: The Solutions We Provide and the Connections We SustainSignificant Trends in Management Accounting that Impact the CFO and ControllerTrend No. 1Trend No. 2Trend No. 3Trend No. 4Trend No. 5Trend No. 6Trend No. 7Trend No. 8Trend No. 9Strategies for Coping With the Pain of These ChangesBest Practice—Instilling a Personal CommitmentBest Practice—Instilling Continuous Improvement with Plus/DeltaSteps of the Plus/Delta
Controller’s Resources List

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The Traits of Today's CFO

by Ron Rael

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.