10/11/2024 15:30:00 +0800
In my book
CFO of the Future, I dive deep into the evolution of what it means to lead the finance function today. In my experience coaching CFOs, the best and most productive plans are built when flexibility, adaptability, and an understanding of the human element that drives performance is built into the process.
We are not robots, and if we're still planning as though we can function at peak levels every hour of every day, we're setting ourselves and our teams up for burnout and failure.
In this post, I'll share how CFOs can optimise their planning processes by aligning with natural energy cycles, creating buffer zones for surprises, and implementing positive feedback loops that maintain team momentum. These strategies won't just help you get more done - they'll help you do it better.
1. Align Peak Performance with Natural Energy Patterns
As CFOs, we're accustomed to managing cash flow and resource allocation, but how often do we manage our own energy levels with the same care? In CFO of the Future, I emphasise the importance of aligning work schedules with the natural highs and lows of your energy throughout the day. High-focus tasks, like strategic financial planning or analysing complex data, should be scheduled during peak mental energy periods. For some, this is early morning; for others, it's mid-afternoon. The key is identifying when you're at your sharpest.
I've seen CFOs transform their effectiveness by making this shift. One leader I worked with restructured her day to handle budget analysis in the morning when her brain was freshest and tackled lower-priority meetings in the afternoon. The result was less stress, fewer errors, and a noticeable improvement in decision-making quality.
The lesson here? Stop planning as if you're always operating at 100%. Understand your own energy rhythms and plan your day around them.
2. Build in "Expected Surprises" to Handle Real Shocks
Planning during times of volatility requires flexibility. Traditional static planning no longer serves us - especially not now when it feels as if a new crisis could pop up at any moment. Instead, I encourage building expected surprises into your schedule. This doesn't mean predicting every problem but rather creating buffer times in your week that account for the inevitable.
One CFO I coached began scheduling 10% of her time as "emergency hours." These hours were intentionally left unscheduled to handle last-minute issues without disrupting her key responsibilities. When the unexpected hit, she had the bandwidth to manage it without sacrificing the strategic work that drives real progress.
By planning for the unexpected, you stay ahead of the curve and avoid the trap of reactive management, keeping control over your priorities.
3. Create Positive Feedback Loops to Maintain Momentum
One of the most effective ways to keep your team engaged and motivated is by creating positive feedback loops. We often focus too much on the big milestones, neglecting the small, incremental wins that keep our teams moving forward.
By building short-term feedback points - whether it's weekly financial reviews or monthly progress check-ins - you create a rhythm of success. Instead of focussing purely on long-term goals; you acknowledge the progress and give your team the hit of motivation that comes from celebrating the wins along the way. One finance team I worked with implemented quick, end-of-week stand-up updates to track performance and celebrate small wins. The immediate feedback kept everyone engaged, motivated, and committed to the broader objectives.
Positive feedback loops create momentum, which is critical for keeping your team focused and energised, especially during long-term projects.
Planning isn't a static process. It must be dynamic.
What Would This Planning Strategy Unlock for You?
When you start aligning your planning with natural energy cycles, preparing for surprises, and building in positive feedback, you'll see results quickly. The clarity and flexibility that come with these strategies will elevate your team's performance and bring a sense of ease to your leadership.
Could adjusting your daily tasks to match your energy cycles increase your effectiveness?
How would planning for expected surprises give you greater control over unexpected crises?
What small wins could you celebrate weekly to keep your team motivated and on track?
I'd love to hear your thoughts...
If you're ready to level up the output of your team then it's time to join the CFO Boardroom.
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