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Elements: Relationships

The CFO Agenda

Draw a map of all the personal connections that make a business work, and you’ll quickly find that the CFO has a direct link to most of them. From the board and the C-Suite to line-of-business and department leaders, the CFO helps the organization understand what’s possible – and helps make it happen.

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Featured insights

Time: Protecting your irrecoverable asset
Screening, scheduling, routinizing, and delegating are some of the ways new finance chiefs can protect their time and focus on the truly important items.

So you want to be a corporate director…
There’s no one way to go about a board candidacy, recruitment and preparation. It takes time – often up to two to three years – and a targeted plan.

Why improving board communications is time well spent
CFOs have to establish effective relationships with their boards to both fulfill their fiduciary responsibilities and advance their agendas.

Opening the black box: Five questions for your tax executive
While a detailed technical understanding of tax is not realistic, there are certain strategic conversations that CFOs can have with their tax executive.

CFO Focus collection: CFO transitions
Explore our series of CFO Insights articles that provide perspectives on the complex and ever-changing role of the CFO. Our first collection provides insights into CFO transitions.

The power of business chemistry
Recognizing personality patterns can create both a personal and competitive advantage for CFOs.

Monitoring corporate performance: Elevating board effectiveness
Monitoring corporate performance against operational, strategic and financial objectives is a critical function of every board, as is monitoring management's execution of approved plans and the organization's progress toward meeting its objectives.

Managing the transition triangle: Time, relationships and talent
While there is no single formula for CFO transitions, there are three critical resources that CFOs must manage successfully as they take the reins: time, relationships and talent. Learn techniques that can help transitioning CFOs manage these resources effectively.

The chemistry of CEO | CFO relationships
Some personality pairings are likely to be more complementary, and possibly more durable, than others.

Shall we dance? Business partnering for Chief Financial Officers
The book shares our findings from a recent study conducted and offers ideas on how to make business partnering come alive in your organization.

Winning friends and influencing stakeholders
Effectively managing time, talent, and relationships is critical to a CFO's success in the first year and beyond.

Crossing the chasm: From operator to strategist
Many CFOs want to partner with the CEO as a key Strategist and Catalyst for change. Yet, when we ask CFOs where they spend their time, most respond that they fall considerably short of this goal.

Board relations: Have risk disclosure practices Improved?
Done well, risk disclosures can identify how CFOs are fulfilling their obligations to the board in their roles as stewards.

Strengthening the relationship with inside counsel
By understanding the lens the legal department uses to view transactions and offer solutions, CFOs can come to better decisions on financial transactions.

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