Manage HR Magazine | Wednesday, July 30, 2025
FREMONT, CA: There is a misconception that CFOs are bad communicators. This perception is unsurprising since a traditional CFO's education, personality, and career assignment lend themselves to poor communication skills. CFOs often deal exclusively with financials, so there is a perception that they could be more adept at communication. This is only sometimes the case, however, as many CFO can communicate effectively and break down financial information in a way easily understood by others.
The following are CFO strategies to become more effective communicators, thereby breaking the stereotype.
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Building credibility: An effective CFO needs technical and analytical skills. A deeper understanding of the business is crucial for solving problems, gaining meaningful insights, and facilitating more effective decision-making. This includes understanding internal operations, vendors, customers, competitors, and industry. Build business acumen by leveraging your natural curiosity and inquisitiveness. Go on customer visits with business development. Understand the roles and challenges of each department and function by visiting your manufacturing facilities and walking the production line. Participate in operational reviews. To enhance your credibility, consider getting Certified Management Accountant (CMA), Certified in Strategy and Competitive Analysis (CSCA), and other relevant certifications.
Networking: When it comes to business partnerships, communication is essential. When you have established personal relationships based on trust with your cross-functional partners, they will pull you into relevant discussions, consider your advice, and respond to your requests. If you want to deepen these relationships over coffee, lunch, and other touchpoints, ensure you have a meet-and-greet with all key stakeholders during your onboarding in a new role. Finally, periodically review your team's performance to see what's working and what's not, and respond accordingly. Support your team, and work with them to identify challenges, problems, and solutions.
Expertise: CFOs are uniquely positioned to see the big picture. We know our companies inside and out and can plan the best paths for us to follow to succeed. Thus, CEOs and cross-functional partners have high expectations when you engage in a discussion, so ensure you prepare adequately for important meetings. Identify your key message and desired takeaways. Prepare for anticipated questions. Create talking points. Practice your remarks.
Risk management:
As CEOs and cross-functional partners drive the company forward, CFOs are expected to play a larger role in defining business strategy and identifying and managing risks—analysis and generating 'what if the clients appreciate' scenarios relevant to the situation. We provide them with value. The team needs your input to influence and participate in making critical business decisions, regardless of whether they are discussing long-term strategies, capital investment opportunities, or day-to-day operations.
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