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Is Your CFO REALLY a Chief Financial Officer
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| Guest post by: Dr. Rick Johnson |
Article Overview: No offense to all those dedicated, competent, excellent performing CFO’s out there but I have to admit that I run into a number of individuals in business that hold the respectable title of CFO (Chief Financial Officer) that shouldn’t be the Chief of anything. Oh, some of these CFO impersonators do a good job as an accountant and some may even qualify as a Controller. But, there are some that just shouldn’t hold the title of Chief Financial Officer. “The chief financial officer (CFO) is a corporate officer primarily responsible for managing the financial risks of the corporation. This officer is also responsible for financial planning and record-keeping, as well as financial reporting to higher management. The CFO is also responsible for analysis of data”. So…… ask yourself; is your CFO really a Chief Financial Officer.
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Is Your CFO REALLY a Chief Financial Officer
No offense to all those dedicated, competent, excellent performing CFO's out there but I have to admit that I run into a number of individuals in business that hold the respectable title of CFO (Chief Financial Officer) that shouldn't be the Chief of anything. Oh, some of these CFO impersonators do a good job as an accountant and some may even qualify as a Controller. But, there are some that just shouldn't hold the title of Chief Financial Officer.
"The chief financial officer (CFO) is a corporate officer primarily responsible for managing the financial risks of the corporation. This officer is also responsible for financial planning and record-keeping, as well as financial reporting to higher management. The CFO is also responsible for analysis of data".
So...... ask yourself; is your CFO really a Chief Financial Officer or did you simply give them that title due to tenure, compassion or because ty are a family member?
An effective CFO starts by asking the question of all management personnel --- What needs do you have, and how can I help?'"
Real CFOs
Real CFOs today are structuring and negotiating mergers, working with division managers to cut costs, stepping in for the CEO to talk to investors and boards of directors as well as coordinating all the components of strategic planning. Being a CFO is not just about finances. And yet, you must be careful not to burden the CFO with responsibilities that they are not qualified to handle. A simple example might be putting them over information technology with no practical experience in that field to avoid hiring an IT specialist.
The CFO bears responsibility for the results of core finance activities and provides appropriate analysis. A Real CFO is both a navigator and an adviser to business managers throughout the organization. This person must be ready and willing to manage the administrative side of the business, and the strategic requirements involved in measuring and validating successful results. A key responsibility includes fighting for investments in the growth of the business. The CFO must instill confidence with all of the stakeholders focusing on particular roles and activities both internally and externally.
A Real CFO has the ability to build consensus, to inspire confidence, and to
be a navigator for the CEO and make decisions authoritatively. They must be
ready and willing to provide an opinion when and where necessary, fight for its implementation and be humble enough to back off and support alternative ideas, as appropriate.
The Relationship with the CEO
How chummy should the chief executive get with the CFO? Some experts warn against developing too close a relationship with any top subordinate, because you have to make judgments that are based on what's in the best interest of the company. However, relationships are important and being able to get together and discuss critical issues informally can only strengthen the executive team.
The best situation for any CEO and CFO is a close relationship, not as equals, but the fewer formalities the better. The ability to talk on the phone over a weekend should not be considered an imposition on personal time.
Much greater demands on businesses to perform makes a company's accounting and finance functions, led by the chief financial officer play a broader role in guiding decisions across the business in order to maximize shareholder value. In addition to broadening this role, finance departments are making strategic investments in IT solutions that automated and standardize critical processes within their own department. These investments not only help decrease costs and cycle times, but pay additional dividends in the form of strengthened compliance and improved financial returns.
So..... If your CFO demonstrates not only leadership but also integrity and honesty, which objectively balances the competing needs of internal staff, the board of directors, investors, other stakeholders and maintains integrity in the face of investor or board expectations for results then you have an excellent Chief Financial Officer.
Article Tags: chief financial officer, corporate officer, financial reporting, leadership
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About the Author: Dr. Rick Johnson RSS for Dr. Rick's articles - Visit Dr. Rick's website www.ceostrategist.com - Sign up to receive "The Howl" a free monthly newsletter that addresses real world industry issues. - Straight talk about today's issues. Rick Johnson, expert speaker, wholesale distribution's "Leadership Strategist", founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com. Dr. Rick Johnson has over 35 years of experience in distribution sales and operations. Rick�s career can be broken down by decades. The first ten years of his distribution career were spent with the largest steel-processing distributor in the world (Joseph T. Ryerson). The second ten years began with Rick starting his own processing distribution center from scratch. In the first year, sales reached $1 million dollars and had grown to $25 million in its tenth year when Rick sold the business to one of the major national chains. The third ten years of Rick�s career dealing with financially troubled Turn-A-Round companies. After completing ten years of TAR work, Rick decided a decade of acting like Darth Vader was enough and became a consultant to the Wholesale Distribution Industry in 1999. Rick received an MBA from Keller Graduate School in Chicago and a Bachelor's degree from Capital University, Columbus Ohio. He also served six years in the United States Air Force as a survival instructor. Rick completed his dissertation on Strategic Leadership and received his Ph.D. in 2005. Rick is frequently published in numerous magazines including a column in Supply House Times, with over 250 different articles published to date. He�s also a published author with eight books to his credit. Click here to visit Dr. Rick's website Empowerment Ten Tips to Avoid Micro Management Recovery or Double Dip Recession Sales Planning A Critical Component of Sales Success Commodity Value Proposition An Oxymoron Creating Intelligent Action Takers |
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