What are the characteristics we see top CFOs bringing to their organizations? That list closely resembles qualities of top CEOs – for good reason. The requirements for a top CFO have evolved quickly from a transactional, data-reporting role to one now responsible for strategic management of the organization’s assets.
A CFO must be able to not only outline for the CEO and board how the organization is currently faring but also forecast strategic directions and their potential impact. To do so, he or she needs tools you might not consider for a CFO role.
A CFO must deliver a broad company and industry perspective and project and analyze new opportunities and competitive challenges. He or she develops strategic scenarios, aligns them with the company’s vision, and serves as a trusted advisor to the CEO and board.
Emotional intelligence and people skills
CFOs must be able to communicate complex financial scenarios to nonfinancial executives and owners/investors in a way that supports good decision-making – turning information into insight. A CFO with emotional intelligence has the self-awareness to recognize that communication styles may need to change for different audiences without becoming defensive or impatient.
A CFO typically leads a team, but leadership extends beyond supervisory responsibilities for direct reports. Leadership includes the ability to inspire others companywide to support a vision or goal, coach them along the way, and help clear away barriers to reaching those goals.
A top CFO incorporates creativity within legal and regulatory boundaries to explore ways a company’s assets can be used for maximum benefit. When might it make strategic sense to form a joint venture? Make an acquisition? Venture into foreign markets? Go public or seek private equity investment? These kinds of recommendations require a keen intelligence and the ability to see past “what we’ve always done.”
These characteristics typically aren’t emphasized in accounting classes. They’re far beyond the technical fundamentals that accounting and finance professionals are first expected to master. That’s why the step from a mid-level or even top finance and accounting position to the CFO job is such a big one. After the technical skills and job mastery requirements are taken care of, there’s often little time to address and earn the benefit of more abstract “soft skills.”
Marjorie Engle, AGH senior vice president of organizational development and family business services, notes that emotional intelligence and strategic thinking are often the most difficult skills to develop for future (or current) CFOs. She recommends that those with an eye on the top finance job incorporate education and reading on strategy alongside their more technical training. That, along with assessment of personal characteristics, such as emotional intelligence and people skills (followed by coaching if needed), can help build the kind of comprehensive perspective a top CFO offers.
Congratulations to this year’s CFO of the Year honorees, and to the companies which had the foresight to employ them.
Originally written for publication in the Wichita Business Journal’s CFO of the Year insert.
This is a momentous ruling that could have a significant impact on businesses of all sizes. Companies need to begin outlining the impacts for those already in place and be aware of additional changes likely to come. This could mean revising business models, IT systems and internal processes for calculating tax obligations.
Your AGH tax advisor and AGH tax senior vice president Jerry Capps are available to discuss how this ruling could impact your business. Jerry can be reached using the information below. We will continue to provide updates as new information becomes available.
Paul Allen has served as chief executive of Allen, Gibbs & Houlik, L.C. (AGH) since 1987. He was the managing partner of a national accounting firm's Wichita office until AGH’s founding members determined they could serve their clients more effectively by creating an independently owned firm serving closely held, entrepreneurial companies and public sector entities in the central U.S. Between the prior incarnation of AGH and the current entity, Paul has led the firm for more than 30 years.
Paul is a certified public accountant who consults in accounting and auditing, specializing in working with middle-market, closely held businesses and entrepreneurial enterprises. He serves commercial clients primarily in the manufacturing, construction and distribution industries. In addition to audit and accounting, he has an extensive background in business mergers and acquisitions, strategic planning, financial structuring, operations review, and contracting. Paul served 15 years on the Kansas Board of Accountancy, including four terms as chairman. He is a past president of the Kansas Society of CPAs Wichita chapter and an active leader in numerous civic and professional organizations.
Currently, he is chair-elect of the Greater Wichita Economic Development Coalition and a member of both the Wichita Metro Chamber of Commerce board of directors and the executive committee of the Greater Wichita Partnership. He also serves on the board of the WSU Foundation as chair-elect and is treasurer of the Wichita Community Foundation board. Previously, he led the Wichita Metro Chamber of Commerce, United Way of the Plains, WSU Alumni Association and Visit Wichita as board chair as well as chairing the 2010 United Way of the Plains campaign. Paul was honored in 2006 with the Alumnus Recognition Award and in 2012 with the WSU Foundation Board of Trustees Award. He was inducted into the Junior Achievement of Wichita Business Hall of Fame in 2015 and recognized as one of 50 Kansans You Should Know in Ingram’s magazine.