The Traits of Today's CFO : A Handbook for Excelling in an Evolving Role.

Intro -- Title page -- Copyright -- INTRODUCTION -- Advanced Critical Skills -- Specific Best Practices -- 1 STEP 1: IMPROVE YOUR LEADERSHIP EFFECTIVENESS BY LOOKING AHEAD -- Our Future-More of the Same, at Warp Speed -- CFO and Controller's Future Roles -- The CFO and Controller Team's Responsibilities -- The Management Accounting Department's Journey Into the Future -- Value Creation Approach to Management Accounting: Insights Into Management Accounting's Future -- Universal Theme No. 1: An Emphasis on Nonaccounting Roles -- Universal Theme No. 2: Our Performance Gap -- Universal Theme No. 3: The Collaborative Partnership -- Solution No. 1-How to Overcome the Performance Gap -- Solution No. 2-How to Prepare for Tomorrow -- 2 STEP 2: BECOME AN EFFECTIVE COACH -- Coaching in a Nutshell -- Coaching at the Individual Level -- The Skill of Coaching -- Accountability Factor in Coaching -- Specific Skills of a True Coach -- Coaching Skills Defined -- Coaching at the Organisational Level -- Teaching and Training -- Counselling -- Guiding -- Learning -- Sharing -- Questioning -- Relating -- Listening -- Using Intuition -- Creativity -- Controller and CFO Best Practice: Position Description -- Elements of the Position Description -- Benefits of Using a Position Description -- Tips on Making the Position Description Effective -- Position Description for a General Accounting Assistant -- 3 STEP 3: IMPROVE THE ORGANISATION'S PERFORMANCE THROUGH COACHING -- CFO = Influencer -- Best Practice: Shape The Culture By Defining It -- Tone at the Top -- The Leader as Proactive Shaper of Culture -- CFO Tool: Cultural Ideals -- The Story You Tell -- In the End -- Best Practice: Create Balanced Risk-Taking With A Risk Programme -- Risk Is Individual to Each of Us -- Risk Is Everywhere and Never-Ending -- Why Defining Risk Is Necessary -- The Meaning of Risk Has Changed.

Fundamental Sources of All Business Risks -- CFO Solutions to Make People Aware That Risk Exists -- CFO Solutions to Make People Aware That Risk Can Be Survived -- CFO Tool: Risk Identification -- CFO Tool: Selecting the Right Strategy -- In the End -- Best Practice: Foster Accountability By Defining It -- Accountability From a Leader's Perspective -- Accountability Is Often Misunderstood -- Where Accountability Fits In -- The Undefined Standard -- Why Accountability Works to Make Everyone Successful -- How Leaders Improve Accountability -- 10½ Rules of Accountability -- Best Practice: Establish A Governance Programme That Eliminates Questionable Practices -- Controls or Policies Are Not Governance -- Makeup of a Governance Programme -- The Human Element in Governance -- 4 STEP 4: IMPROVE YOUR TEAM'S EFFECTIVENESS THROUGH COACHING -- The Value of Teaming in Finance -- The CFO as Developer of Team's Skills and Talents -- In Essence -- Best Practice: Shape Your Employees' Teaming Behaviours With a Solid Structure -- The Teaming Culture -- The Team's Decisions Are Made by Consensus -- How to Create a Strong Team -- 10½ Rules About Building Effective Teams -- In the End -- Best Practice: Shape Your Employees' Accountability by Establishing Behaviour Expectations -- Expectations and Standards Shape Behaviours -- Cultural Objectivity -- CFO Tool: Culture Statement -- CFO Tool: Ground Rules -- CFO Tool: Service Standards -- In the End -- Best Practice: Shape Your Employees' Behaviour by Using Honest Feedback -- Power of Immediate Feedback -- How to Keep Feedback Objective -- How Leaders Use Feedback -- When and Where to Use Feedback -- 10½ Rules for Performance Improving Feedback -- In the End -- Best Practice: Shape Your Employees' Behaviour With Recognition and Rewards -- Why Rewards and Recognition Foster Team Behaviours.

How Leaders Create Team Recognition -- In the End -- 5 STEP 5: IMPROVE YOUR CHANGE AGENT SKILLS THROUGH SELF-COACHING -- Your Need for Self-Coaching -- Controller or CFO's True Role -- Similar Roles Yet Different Responsibilities -- Best Practice: Skills Gap Assessment -- Change Agent's Skills Explained -- Best Practice: Gap Analysis -- Gap Analysis Defined -- In the End -- Best Practice: Formalised Action Plan -- Obtain Tangible Results With an Action Plan -- Best Practice: Action Plan Reporting and Accountability -- In the End -- CFO 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 Middle -- Your Biggest Hurdle to Becoming a Great Leader -- Natural Rule of Leadership -- Best Practice: Solution Creator -- How to Be an Effective Problem Solver -- Their Pain Is Real and Tangible, Yet Hidden -- Best Practice: Probing Questions -- How to Get to the Real Problem -- Why Management Accountants Do Not Use Objective Questioning -- Best Practice: Problem Restatement -- Ways to Get to the Real Cause of an Issue or Problem -- No. 1 Big Mistake of the CFO -- No. 2 Big Mistake of the CFO -- How to Use Problem Restatement -- The Process for Restating the Problem -- In the End -- 7 STEP 6½: IMPROVE BY MAKING A COMMITMENT -- Growing Pains -- No. 3 Big Mistake of the CFO -- Today's Management Accounting Leader Realities -- Our Skills and Knowledge Grow Obsolete at an Ever-Faster Rate -- A Management Accounting Team Advances in Only Two Ways: The Solutions We Provide and the Connections We Sustain -- Significant Trends in Management Accounting That Impact the CFO and Controller -- Trend No. 1 -- Trend No. 2 -- Trend No. 3 -- Trend No. 4 -- Trend No. 5 -- Trend No. 6 -- Trend No. 7 -- Trend No. 8 -- Trend No. 9.

Strategies for Coping With the Pain of These Changes -- Best Practice-Instilling A Personal Commitment -- Best Practice-Instilling Continuous Improvement With Plus/Delta -- Steps of the Plus/Delta -- CONTROLLER'S RESOURCES LIST -- EULA.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.