| To demonstrate their competence and develop trust | | | | by asking friends, family and trusted peers to give |
| with the board
financial leaders need not only to | | | | you feedback. |
| communicate rules and guidelines effectively but they | | | | Remain Authentic and Flexible |
| also need to communicate about themselves
Learn | | | | The key is to understand that not everyone thinks |
| strategies to develop your communication skills
| | | | the same way, nor interprets the same way, so you |
| Today more than ever, successful interaction with | | | | need to be able to 'flex different muscles', in |
| one's Board is critical. For instance, requirements | | | | different situations. However, to try to be |
| such as Sarbanes Oxley demand the interaction of | | | | something you are not will not only make you |
| the CFO with the Board. If the CFO cannot clearly | | | | unhappy, but will be noticed by others. While trying |
| communicate the issues and requirements, a | | | | different communication techniques, always remain |
| company can experience serious repercussions. | | | | authentic to oneself. |
| Above and beyond the increased rules and | | | | Plan Ahead of Time |
| requirements of businesses and, especially, finance | | | | It can be easier dealing with one-to-ones rather than |
| functions, the trend is towards better business | | | | groups, as one can tailor one's communication |
| partnering.Better business partnering from finance | | | | strategy more effectively. In this case, preparation |
| professionals is seen as the future, but how can this | | | | and an understanding of who you are dealing with |
| be achieved without adequate communication? | | | | can be very important. Taking time to plan an |
| A 'silo' mentality is no longer acceptable in business. | | | | important meeting can be invaluable -- not only in |
| Senior finance professionals are expected to have | | | | terms of content, but approach as well. |
| great versatility and flexibility, yet still maintain | | | | Follow My Seven Steps to Becoming a CFO |
| rigorous professional and technical standards. | | | | That Communicates Effectively |
| As I develop the concept of the 'Marketable CFO', I | | | | It is important to develop a plan or strategy, and |
| find that financial leaders need not only to | | | | treat this like a project. This will ensure you take it |
| communicate rules and guidelines effectively but they | | | | seriously, identify opportunities to 'practice', and allow |
| also need to communicate about themselves. This is | | | | monitoring and follow-up, to be sure to reach your |
| the only way they will demonstrate their | | | | goal. |
| competence and develop trust with the board. | | | | Next steps include: |
| How to Develop Your Own Personal Communication | | | | 1. Set yourself a plan,2. Identify key meetings |
| Strategy So You Can Perform at Your Best to | | | | occasions of potential influence3. Research different |
| Achieve the Results You Desire | | | | styles, as well as your own;4. Get trusted feedback |
| Go With Your Strengths | | | | arranged5. Try out different approaches, whilst still |
| Before you develop your communication strategy | | | | being yourself;6. Take time to think about your |
| you must first understand your own natural style and | | | | audience, and how they like to receive information; |
| strengths, as well as your weaker points. It's | | | | 7. Work on your presentation skills. |
| proven that using one's strengths to the fullest is far | | | | If you take the time to think about how to |
| more likely to bring results than battling against one's | | | | communicate effectively, you may be surprised at |
| weaknesses. So, tailor your communication strategy | | | | how marketable you become! |
| to your individual personality. You can benefit greatly | | | | |