CFO most read in FY24

Want to know what your esteemed peers read this year?

The top 5 most read articles this year are listed below for easy reference. But as we launch into the new financial year what's more meaningful than a 'top 5 list' is the 'so what?'. What does this list tell us about:

- what CFOs want?
- what our CEOs expect?
- how do CFOs need to grow this year?

As you read the key points raised in each article (each heading links to the full article), ask yourself the following questions:

- how is this applicable to me as I guide my business to a successful FY25?
- how might I use this information to provoke a valuable conversation with my CEO?
- what tactics can I take that will give me the capacity to accelerate our results

One of the issues that has become apparent in the last 12 months is that not all CEOs are aware of the broadened remit of the CFO.

This means 2 things:

   1. The CFO is not getting the growth opportunities they might otherwise get.
   2. The organisation is not getting the benefit of a fully optimised CFO.

This blog was designed to help CEOs understand what's possible for their CFO and more importantly, how to identify if there are growth areas. The questions explore areas critical to corporate success, including operational efficiency, risk management and strategic growth planning. Savvy CFOs have forwarded this to their CEOs as a way to ignite a conversation about how they can support their CEOs more effectively.

This is a must read if you're looking to identify growth opportunities in the new financial year or if you're keen to know how your responses would stack up. By utilising these questions, CEOs can better align with their CFOs, ensuring a unified approach to navigating the company's challenges and opportunities.

The top 3 steps to becoming world class are:

1. Communicate and Negotiate with Authority and Gravitas.
2. Become an Indispensible 2IC to your CEO, and
3. Become the Voice of the Investor.

While the full guide includes 6 additional steps outlining additional skills & qualifications you need to make it as a first-rate CFO, I've found that the top 3 listed above are the areas of elevation for CFOs that are measured at Adviser or Partner in the CFO of the Future Index.

If these are areas of elevation for you, I recommend you take a read of the full guide.

If you haven't yet taken the Index yet, I invite you to do so here.

Most CFOs are very good at a lot of things. In fact, many would pride themselves as generalists. While there is some honour in this, in the Office of the CFO it doesn't serve you very well. Unbeknownst to them, CFOs default to trying to do or figure out everything themselves because they don't have the right partners at hand. The fact this article came in at #3 indicates that if this is you, then don't worry - you're not alone.

In short, the essential consulting services you should have at your fingertips are:

- Technology and digital transformation
- Change management
- Sustainability and ESG reporting
- Compliance and regulatory advisory
- Specialist CFO leadership development

This blog is a great read if you don't have this suite of support and you don't know where to start. If you do have these partnerships in place, it's also worth a read as I share how to get the most out of each relationship.

You don't need to solve everything on your own!

I have been blown away by the number of CFOs currently in the job market, so this article was designed for 2 reasons:

   1. to help those CFOs currently preparing for or progressing through an interview process
   2. to help CEOs determine how their existing CFO measures up, or if they are looking for their next CFO, discerning questions to find the right candidate.

I share the red flags that CEOs should watch out for and this is worthy of a read for CFOs as well. I see more and more jargon and buzz words being used with unclear or little substance behind them.

We know modern CFOs are invaluable strategic partners who work shoulder to shoulder with CEOs. We also know CFOs must bring a blend of robust financial expertise, strategic foresight, and ethical leadership, playing a crucial role in not just safeguarding the company's assets but in shaping its future.

You may find the perspective shared in this article useful in strengthening your partnership between you and your current or prospective CEO.

This might be the first time an article about creating space has made it in one of our 'top 5' articles.

The good news about space is that it's infinite, so unlike time where you are limited to the same 168 hours a week and you will never get more, space is stretchy.

There are so many ways CFOs can create space and the return on that space is exponential.

Can you tell I'm a little excited?!

This article specifically shares a few of the ways we create space in The CFO Boardroom program and the payoff for doing so.

Take a read if you're feeling a little cramped, perhaps like a pressure cooker ready to blow, or anything in between. I refer to your Personal Pillar of CFO High Performance as the activating pillar for a reason - it's a game changer.

My answers to the questions I posed at the top of this article are quite simple:

   1. What do CFOs want? CFOs don't just want growth, they want impactful growth in their pursuit of excellence.
   2. What should our CEOs expect? Our CEOs should expect more than they currently get from their CFO.
  3. How do CFOs need to grow this year? CFOs should find the currently unknown areas they can add measurable value to their business, partner with the right people and deliver that value.

These articles are useful resources to keep close by as you move into the new financial year as they offer pivotal insights to help you transform your role into a highly effective strategic leader. Not only do they focus on you, but they focus on your key stakeholder - your CEO. Not only do they focus on financial strategy, they connect that with broader business goals and shaping company culture to foster innovation and growth. Finally, they provide practical guidance on how to drive a competitive advantage for both you and your business this year.

1. How does the organisation want to finish the new financial year?
2. How do I want to contribute?
3. What is the most useful conversation I could initiate with my CEO today?

Love to hear your thoughts...

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