CFOs have built their careers on technical skills and financial smarts, but
performance today is no longer solely measured on those abilities. For the
modern CFO, a new set of soft skills built around emotional intelligence have
become increasingly important in recent years for their ability to help
business leaders build relationships, resolve conflicts, and motivate
From understanding and managing emotions to
aligning talent with business needs, the CFO as coach, collaborator and
motivator is a growing trend. In this post, we’ll look at how emotional
intelligence has become a critical skill set for today’s CFO and examine the
five core components of emotional intelligence and the role they play in
helping to bolster leadership performance.
These key components include:
the CFO skill set equation
The skill of emotional
intelligence refers to the ability to identify, use, understand and manage the
emotions of themselves and others in a positive way. For some individuals, the
ability to understand and assess emotions may come effortlessly, but for
others, not so much.
Since CFOs need to be
able to induce change through others, this ability to inspire and influence has
become a valuable skill in today’s collaboration-centered workplace. CFOs need to
be able to respond to divergent points of view and differences in the way
people think. By extension, they need to harness their emotional intelligence
to get through difficult situations.
With fewer layers of management in today’s organizations, leadership styles lean toward less authoritative. Moreover, the shift towards more knowledge-focused, team-based roles means that workers tend to have more independence and self-governance, even with lower levels of an organization. As a result, CFOs are finding themselves connecting and collaborating with people they would not likely have interacted with in the past.
finance function required a number of core skills, including technical
expertise, analytical thinking, comprehension, and assertiveness. While these
attributes may not have changed, today’s CFO also needs to exhibit a wide range
of soft skills, including an ability to collaborate effectively, build
relationships and perceive, evaluate and manage emotions.
emotional intelligence is important to everyday social interactions, but how
does it relate to CFO performance? When you make tough decisions based on hard
data that can have an impact on non-finance departments, you could come across
as tough or inflexible. Not a good reputation for a leader. That’s where
emotional intelligence comes into play.
need drives resurgence
Emotional intelligence first gained
widespread attention back in mid 90s with the release of a book by Daniel
Goleman simply titled, “Emotional Intelligence”. The subject has since been the
focus of numerous studies, many of which point to it being a better predictor
of leadership success than a person’s general cognitive ability. The
reasoning? An executive skilled at understanding what makes people tick can better
motivate teams and drive more effective interactions.
Several factors are contributing
to a renewed interest and growing need for leaders with strong emotional
Market disruption. New and emerging technologies are creating substantial market disruption and business transformation across industry sectors, resulting in corporate restructuring, flatter hierarchies and greater cultural diversity.
New workplace demands. The digital
age and broader enterprise connectivity is intensifying workplace pressures,
creating the need for leaders with greater self-awareness, better emotional
understanding and superb social skills.
need to innovate. Rapid technology acceleration and the
speed of new service deployments requires better collaboration, agile teams and
a culture that allows for continuous feedback, honest communication and individual
empowerment, which are core emotional intelligence-based attributes.
Service-oriented economy. As we move to a more service-based economy and a more customer-centric focus, relationship building, superior communication skills and better self-management abilities become more important than ever.
Globalization. The ability to empathize and relate to different attitudes, perspectives and cultures is essential in today’s global environment. When managed properly, this diversity can lead to higher performance and better outcomes.
A recent report
from World Economic Forum ranked emotional intelligence as the sixth most
important skill needed in 2020 in order to manage the coming fourth industrial
revolution. Emotional Intelligence wasn’t even on the list for 2015. This
may explain why many organizations have begun offering employees more opportunities
to improve their emotional intelligence.
Gaining a performance
According to the model developed by Goleman,
emotional intelligence consists of five core components.
Self-awareness. Self-awareness is knowing your own feelings and understanding your strengths and weaknesses in relation to how they affect behavior. Leaders who are in tune with their own emotions are better able to control their own impulses and tend to enjoy better relationships. To improve self-awareness, take time to better know and evaluate yourself. Then understand how you relate to others.
Self-regulation. CFOs need the emotional flexibility to collaborate effectively without letting egos interfere. Self-regulation is the ability to control outbursts, disruptive impulses, and moods. It also encourages a “think before acting” attitude. Instead of being held hostage by your emotions, learn to use them strategically as a performance improvement tool.
Internal motivation. Internal motivation is the passion to work for internal reasons such as personal joy, curiosity or mental satisfaction. CFOs need to be continuously monitoring their performance, making sure they’re hitting their targets and dealing with issues when they arise. Internal motivation provides the clarity of focus and the drive needed to initiate change and take action while opening the door to positive feedback and learning.
Empathy. Most of us are not taught how to deal with our emotions or the emotions of others. Empathy requires reading feelings and understanding the needs of others. Learning to control your own emotions will enable you to help others manage theirs. By becoming more aware and understanding how others feel in various situations, you’ll be better equipped to inspire, motivate, and connect with others across the organization.
Social skills. Having good social skills and sound situational awareness can be a powerful tool for leading a team. While a clash of opinions is sometimes inevitable in a cross-functional team, the ability to negotiate the needs and viewpoints of others and find common ground is vital for a CFO. Creating the harmony and agreement needed to move initiatives forward hinges largely on the ability to managing relationships.
It turns out cognitive intelligence and
technical skills are an incomplete predictor of performance. The ability to
influence, collaborate, and communicate effectively across departments,
cultures and generations is a key component of effective leadership.
reality is there is a strong link between the emotional intelligence of its leaders
and the financial performance of an organization. Today’s CFO needs to
be both a strategic and tactical thinker. Not surprisingly, hiring
managers are increasingly placing higher value on emotional intelligence and
are incorporating these characteristics in their leadership search criteria.
While technical and financial expertise is important, CFOs can take their performance to the next level by combining financial know-how with emotional intelligence. Like any form of self-improvement, building and strengthening your emotional intelligence will stretch your comfort zone and challenge some long-held notions about effective leadership styles. The good news is the effort you make to improve your emotional intelligence will pay dividends far beyond the initial investment.
In today’s highly competitive, global
economy, skilled talent is often one of the distinguishing traits that separates
leading companies from the rest of the pack. Organizations that excel at
managing their talent enjoy important operational and performance advantages. The
right talent can help drive innovation, spur business growth and improve
customer retention and value.
In recent years finance departments have
become a valuable resource for human capital planning and management, helping
to optimize workforce performance and partnering with human resources to
achieve business goals. In this post, we’ll highlight several key questions a
modern CFO should be asking to help ensure the business is maximizing its
return on HR investments. The questions center around four core disciplines:
collaboration and planning
Use of data and
First, we’ll look at the changing role of the
CFO and the ramifications for HR leaders who collaborate with or support
as an HR advocate
One of the major areas of opportunity in many
organizations today is the potential value that can be gained by leveraging the
relationship between the CFO and HR function. Through their intimate
involvement with corporate strategy and cost management, CFOs have developed a
deep knowledge of business priorities and an understanding of each department’s
needs and individual impact.
Areas where HR excels — such as recruitment, onboarding,
and retention —are instrumental to the health and vitality of any business. But
there’s also a growing opportunity for CFOs to add substantial value from the
financial side of the business.
On the surface, talent management may not
seem like an obvious component of the CFO’s role and responsibilities. In
recent years, however, CFOs have increasingly become involved in driving
business strategy and are becoming better equipped to take a more active role in
working closely with HR to execute plans and achieve business goals.
This change has important implications for the
HR function, which must work in partnership and negotiate with finance
departments. While these two roles are often at odds with one another as they
pursue their functional agendas, when the collaboration works, the alliance
becomes a powerful engine of transformation and growth.
The CFO can provide key insights and perspectives that an HR team needs to acquire talent and drive productivity. But it requires asking the right questions from the start, and knowing the precise metrics that are relevant to an organization. Key questions to consider include:
1. How can finance and HR collaborate better?
the company’s current and potential human capital strengths as well as anyone.
Closer collaboration with the finance department can help HR better leverage
this insight on behalf of the company’s larger goals, and also, if needed,
support changes in strategy or initiatives to help tackle the newest market
One important step a CFO can take is to integrate
processes and work to improve information sharing across the two departments.
CFOs need to share key metrics with HR so the best hiring choices can be determined
based on the most vital needs of the company. The CFO typically has deep
knowledge and insights into key business priorities that can prove instrumental
in helping to shape the company’s people strategy and raise the right
questions. Do our actions align with business strategy? Are we building a
sustainable talent roadmap? Can we maximize retention and reduce the cost of
turnover? Are we engaging all key stakeholders?
Whenever possible, seek to share performance
data, long- and short-term financial goals, and vital metrics related to important
business priorities. Likewise, HR can provide input about employee performance
and other metrics. This information exchange can help lead the way toward
identifying precise needs and employee skills needed to help the business more
effectively compete in the market.
line: the more HR is engaged and integrated into the company’s strategic and
financial planning initiatives, the better it is able to contribute to talent
acquisition, productivity and workforce sustainability improvements.
actions to better collaboration:
Seek out common ground on business issues
Create a leadership culture that encourages collaboration
Invest the time needed to make the relationship work
Focus on initiatives that impact the entire organization (beyond specific functional areas)
Ensure that HR is involved in upstream planning and decision making
2. How do we define and measure HR success?
To meet quantitative goals and keep the company competitive, HR needs to have its own clearly defined metrics that measure its success. This is where the CFO can add value.
CFOs typically have deep knowledge in analytics
and metrics, which are essential to measuring performance. CFOs can assist HR
leaders in defining metrics related to employee retention, engagement, training
costs and more, and illustrate how those correlate to business performance.
HR performance metrics are often shaped by
what is easiest to measure rather than by what is most important. Finance
should work closely with HR teams to identify and monitor the key performance
indicators that will support the organization’s core business objectives and strategy.
Adopt a more comprehensive, longer-term system of performance indicators that include
leading employee, as well as lagging finance-oriented, metrics. This might
include more tactical measurements, such as employee productivity and
engagement, and retention.
Make measurement a continuous, predictive
process. Establishing a performance baseline
is the first step in the process. In addition to sharing relevant financial data,
the CFO should calculate the cost-benefit performance that weighs heavily into
to overall value creation of the business. With
a consistent dialogue with HR leaders and a clearer understanding of
performance goals and targets, the CFO becomes an important strategist, able
to influence and more effectively support the HR function.
CFOs also play an important role in determining how performance is to be rewarded based on the analysis of those metrics. This is important for both engaging workers and helping to ensure the process connects to core business strategy.
3. Are we extracting maximum return on our HR talent?
If HR isn’t tapping
into the full potential of talent in your company, you’re leaving money on the
table. By not capitalizing of your employees’ potential, detachment and reduced
motivation quickly follow. This can lead to lower productivity and high
The CFO can advocate for employee development
within the executive team to ensure that HR gets the needed resources for
employee development programs and advancement paths. Because there is often no
immediate return on investment, the CFO can often lend support to the
initiative to get executive buy-in.
Rather than reporting
on previous performance, CFOs need to consider new potential growth areas.
Accomplishing that requires a solid understanding of your company’s growth patterns
and the resources to research and adopt new ones if needed. Begin to see
operating budgets as enablers of growth rather than control levers; start inquiring
into which resources could advance the company’s competitive situation, rather
than focusing on reducing or minimizing those resources.
Organizations that do an extraordinary job managing their talent are better able to distinguish themselves in the broader marketplace. By more closely exploring the relationships between costs and human capital, the unlikely alliance between HR and finance becomes a powerful engine for growth strategies, talent advancement and productivity.
4. How can we better leverage the value of big of data?
The use of big data
and analytics offers a powerful collaboration tool. By applying a more
analytical, data-driven approach to human capital management, management teams
are able to gain greater insight into the drivers of a business’ performance.
Analytics also allow
companies to model diverse scenarios, using a mix of internal and external
data, to predict possible results from a range of investment options. This
helps companies identify the optimum workforce management approach for the
defined business strategy.
Analytics are a
useful tool to not only measure retention, but to predict it as well. Through
forward-looking analysis of how changes to the business will effect new talent
requirements, and evaluating the market availability of those skills, companies
are better able to plan ahead. They can determine the feasibility of crucial investment
decisions, and any possible workforce roadblocks that need to be removed.
Workforce analytics is
coming of age. Greater maturity of HR data, and the ability to apply this
information to areas such as strategic workforce planning, and operational and
workforce performance modeling, provides a powerful platform for understanding
how people investments will affect certain key performance indicators. CFOs are
ideally positioned to add value here by identifying new ways to apply analytics
to workforce improvement and engagement efforts.
the role of CFO encompasses more than financial reporting and financing. It has
expanded to include strategic, operational, and people management
responsibilities. This change has ramifications for HR leaders and
professionals who collaborate with or support finance leaders.
The good news is CFOs now have a much
stronger sense of the importance of human resources and the contributions it
makes toward business growth. They are becoming better equipped to accept the
responsibility of successfully identifying skills sets across departments. By
asking the right questions, the CFO can provide the key insights needed to
identify and acquire talent across different departments while helping to make
their workforces more responsive to their current and future needs.
With many companies now embarking on digital and financial transformation initiatives, CFOs are at the center of exciting new technology-driven programs that are unifying operational and financial processes. By taking a proactive role in organizational transformation, CFOs are ideally positioned to help integrate and enhance human capital assets to drive higher productivity and support business growth.
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