“CFOs are expected to wear many hats: Strategic partner, relationship builder, change agent and technology champion. But ultimately, a CFO’s top priority is to ensure sustained financial performance for the organization.”
CFOs are under increasing pressure to do it all. To become more effective in their position, they must align their efforts with their organizations’ highest priorities and become personally effective at facilitating change and shaping their company’s strategy. This means finance leaders need to focus on fewer things, even as the organization makes more demands on their time. According to Gartner, “A CFO’s personal effectiveness is measured by their performance against their CEO’s financial expectations and how well their organization exhibits “efficient growth” behaviors.”
Gartner found that personally effective CFOs follow four common practices.