Author: inersec
-
The Accidental CFO — The Power of Strategic Non-Engagement (Part 7 of 8)
“Stories and lessons from an unexpected journey in finance.” The Accidental CFO: Executive Relationships How-To Guide – Part Seven The scarcest resource you have as a financial leader is not money. It is time. How you allocate that time determines almost everything else about your trajectory. Most CFOs who underperform in executive relationships do not fail…
-
The Accidental CFO — How to Actually Manage the Board (Part 6 of 8)
“Stories and lessons from an unexpected journey in finance.” The Accidental CFO: Executive Relationships How-To Guide – Part Six Boards do not primarily evaluate accuracy; they evaluate confidence. Specifically, they evaluate whether they believe management knows what it does not know, and whether risks are being proactively seen and managed rather than minimized and concealed. A…
-
The Accidental CFO — Building the “No-Surprises” CEO Rhythm (Part 5 of 8)
“Stories and lessons from an unexpected journey in finance.” The Accidental CFO: Executive Relationships How-To Guide – Part Five The CEO relationship is not about achieving perfect alignment on every single decision. It is about building a specific kind of trust. The CEO needs absolute confidence that you will surface real risks early, distinguish clearly between…
-
The Accidental CFO — Stop Saying No. Start Redrawing the Map (Part 4 of 8)
“Stories and lessons from an unexpected journey in finance.” The Accidental CFO: Executive Relationships How-To Guide – Part Four The single highest-value behavior a financial leader can develop is the ability to slow down the framing of an initiative without slowing down the initiative itself. This is the “framing interrupt”—a set of questions that redirects a…
-
The Accidental CFO — The Anatomy of a One-on-One That Actually Works (Part 3 of 8)
“Stories and lessons from an unexpected journey in finance.” The Accidental CFO: Executive Relationships How-To Guide – Part Three Once you have established a working relationship with your peers, the standing one-on-one is your primary operating mechanism. However, the mistake most CFOs make is letting these meetings devolve into backward-looking status updates or problem-escalation sessions. These…
