Career Responsibilities

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  • View profile for Andrew Lokenauth
    Andrew Lokenauth Andrew Lokenauth is an Influencer

    I write TheFinanceNewsletter.com, trusted by 100,000+ professionals➖ Follow to get smarter with your career, finances & life ➖ 20yrs in finance, trusted by 3 million+ followers.

    308,505 followers

    Job titles don‘t make you a leader. Here‘s what does: 1. Emotional Intelligence: Great leaders use their emotional intelligence to build strong connections, have tough conversations with empathy, and create an environment where people feel heard and valued. 2. Leading by Example: Leaders inspire the qualities they want to see in their team members, such as hard work, dedication, and integrity, by demonstrating these qualities. 3. Owning Mistakes: Great leaders take full accountability when things go wrong instead of deflecting blame. They own their mistakes, apologize, and focus on finding solutions. It encourages a culture of transparency and continuous improvement. 4. Providing Mentorship: They share their knowledge and experience to help others grow. They take the time to coach, provide feedback, and help others grow their skills and reach their potential. 5. Gratitude: It’s about showing thankfulness and valuing the work of your team. It helps build a positive work environment and strengthens relationships. 6. Integrity: Leaders with integrity tell the truth, honor their word, and uphold values over politics or personal gain. It involves doing the right thing, even when no one is watching. 7. Humility: They recognize that they don’t have all the answers and are open to learning from others. Recognizing that you don't have all the answers and being open to feedback and criticism is essential for growth and improvement as a leader. 8. Accountability: Accountability means taking ownership of your team's results, whether they are positive or negative. It fosters a culture of reliability and trust. 9. Empowering Others: Real leaders enable their people by delegating important work, setting clear responsibilities, and getting out of the way. 10. Empathy: The best leaders can put themselves in someone else's shoes. They see things from other perspectives and make efforts to understand the whole context of a situation before judging or reacting. ♻️ Too many people deal with bad managers, please help them by sharing this post!

  • View profile for Josh Aharonoff, CPA
    Josh Aharonoff, CPA Josh Aharonoff, CPA is an Influencer

    The Guy Behind the Most Beautiful Dashboards in Finance & Accounting | 450K+ Followers | Founder @ Mighty Digits

    468,261 followers

    A CFO's role touches every part of the business. While responsibilities shift based on company size and industry... here are the core areas every CFO needs to master: Strategic Planning & Forecasting → here you transform financial data into strategic decisions that guide company growth and protect against risks ✅ Review company's long-term strategic plan ✅ Ensure accurate financial forecasts with solid assumptions ✅ Assess risk management plans for market changes Investment & Capital Allocation → here you balance between investing in growth and maintaining financial stability, deciding where every dollar brings the most value ✅ Evaluate ROI for ongoing and planned projects ✅ Prioritize capital allocation based on strategic goals ✅ Stay involved in M&A activities Financial Reporting → here you ensure stakeholders get accurate, timely insights into company performance while maintaining reporting standards ✅ Verify monthly, quarterly, and annual statements ✅ Analyze KPIs against targets ✅ Monitor cash flow projections Team Management → here you build a finance department that combines technical excellence with strategic thinking, crucial for scaling operations ✅ Foster growth culture within team ✅ Ensure clear roles and succession plans ✅ Provide leadership training Budgeting → here you create frameworks that allow for growth while maintaining financial discipline, crucial for sustainable scaling ✅ Oversee annual budget development ✅ Implement cost control measures ✅ Compare actual vs budget performance Technology → here you modernize financial operations while ensuring security and efficiency, critical in today's digital environment ✅ Assess current tech stack effectiveness ✅ Implement automation processes ✅ Stay informed about emerging tech Compliance & Risk → here you protect the company through robust controls while navigating complex regulatory environments ✅ Ensure regulatory filings are current ✅ Review internal controls ✅ Stay updated on accounting standards Stakeholder Communication → here you translate complex financial data into clear insights that build trust and support decision-making ✅ Maintain transparent communication ✅ Present clear financial updates Cash Management → here you ensure not just survival but create opportunities for growth through smart cash deployment ✅ Optimize working capital cycles ✅ Manage banking relationships ✅ Plan for investment opportunities Crisis Management → here you prepare the company for uncertainties while ensuring business continuity in any scenario ✅ Develop business continuity plans ✅ Prepare for economic downturns ✅ Establish risk response strategies === That's my checklist for a CFO...these responsibilities keep expanding as businesses evolve What would you include? Share your thoughts in the comments below 👇

  • View profile for Carrie Schwab-Pomerantz
    Carrie Schwab-Pomerantz Carrie Schwab-Pomerantz is an Influencer

    Corporate Director | Transformational Business Executive | Financial Literacy Advocate

    474,657 followers

    One of the biggest transitions in any career is going from manager to leader. It sounds simple—but it’s a powerful shift, and it doesn’t happen overnight. When you’re managing, your focus is execution: making sure the work gets done, hitting deadlines, solving the immediate problems. But leading? Leadership is about vision. It’s about stepping back to see the big picture—and helping others see it, too. Here are a few shifts I’ve seen (and lived) over the years: ✔️ From taskmaster to culture shaper: Leaders connect the work to something bigger. They help people understand why their work matters—and how it ladders up to a shared mission. It’s not just about getting things done. It’s about creating an environment where people feel energized and encouraged. Where they can grow, feel heard, and want to show up and contribute. Culture doesn’t just happen—it’s shaped every day by what leaders choose to emphasize and how they show up. ✔️ From solving problems to asking better questions. You don’t need to have all the answers. In fact, you shouldn’t. Leaders create space for new ideas and unexpected solutions. That means asking better questions, being curious, and letting new information shift your thinking. When you lead with curiosity instead of certainty, you get better outcomes—and better relationships. ✔️ From managing outcomes to investing in people. The best leaders I know care about performance—and they care just as much about potential. They give people opportunities to build on their strengths. They invest in development. They make space for mistakes, because they know that’s how learning happens. Leadership isn’t about perfection—it’s about helping others grow into their own leadership, too. So if you’re in the middle of this shift, here’s what I’ll say: trust the process. Let go of control. Listen more than you speak. Support more than you direct. Because at the end of the day, people don’t follow job titles—they follow clarity, trust, and purpose. Anyone who has made this transition, what are other shifts and advice you would give?

  • View profile for Vi jayakumar I.

    Problem Solver, Knowledge Blogger, Innovator, SAP Consultant, Lead, Solution Architect (ECC & S/4 HANA Modules) - Global Roles SAP ECC Modules - SD/VC/WM/MM/OTC/LOGISTICS/ABAP SAP S/4 HANA - AVC/AATP

    7,290 followers

    SAP Consultant Responsibilities: Pre-Implementation Phase 1. Requirement Gathering and Analysis • Conduct workshops and meetings with stakeholders to understand their requirements. • Document business processes and requirements clearly and comprehensively. 2. Feasibility Study • Analyze the feasibility of implementing SAP solutions to meet the business requirements. • Evaluate potential risks and benefits of the project. 3. Project Planning • Develop a detailed project plan, including timelines, milestones, and resource allocation. • Establish project governance structures and define roles and responsibilities. Implementation Phase 4. System Design and Configuration • Design the SAP solution to meet the documented requirements. • Configure SAP modules according to the project specifications. 5. Custom Development • Collaborate with ABAP developers to design and develop custom programs, reports, and interfaces. • Ensure custom developments are well-documented and tested. 6. Data Migration • Plan and execute data migration from legacy systems to SAP. • Ensure data accuracy and completeness through thorough testing. 7. Integration • Integrate SAP with other systems and applications within the organization. • Ensure seamless data flow and process integration across systems. 8. Testing • Develop and execute test plans, including unit tests, integration tests, and user acceptance tests (UAT). • Identify and resolve defects and issues promptly. Post-Implementation Phase 9. Training and Support • Develop training materials and conduct training sessions for end-users. • Provide post-go-live support to address any issues and ensure smooth transition. 10. Documentation • Maintain comprehensive documentation of the system configuration, custom developments, and processes. • Ensure all project deliverables are well-documented and accessible. 11. Change Management • Manage change requests and ensure they are properly evaluated and implemented. • Communicate changes effectively to all stakeholders.

  • If someone is surprised by the feedback they receive, this is a management failure. After witnessing multiple instances of this failure at Amazon, we realized our feedback mechanism was deeply flawed. So, we fixed it. In order for the organization to perform at its highest, employees need to know not only what is expected of them, but also how those expectations will be measured. Too often, managers assume that capable people will simply “figure things out,” but this is difficult and destined to fail without explicit expectations and continuous feedback. I remember the experience of an employee we can call “Melinda.” She had been a strong performer for two years before she transitioned into a new role on another team. She attacked the new opportunity with enthusiasm, working long hours and believing she was on the right track. Then, her manager expressed concerns about her performance and the criticism came as a shock. The feedback was vague, and there had been no regular check-ins or early signs to help her course-correct. This caused her motivation to suffer and her performance declined significantly. Eventually, she left the company. Afterward, we conducted a full review and we discovered that Melinda’s manager had never clearly articulated the expectations of the new role. Worse, her previous achievements had been disregarded in her evaluation. The system had failed her. This incident was not isolated. It illustrated a pattern. It revealed broader gaps in how we managed performance transitions and feedback loops. So, in response, we developed and deployed new mechanisms to ensure clarity from day one. We began requiring managers to explicitly define role expectations and conduct structured check-ins during an employee’s first 90 days in a new position. We also reinforced the cultural norm that feedback must be timely, specific, and actionable. These changes were rooted in a core principle of leadership: you have to make others successful too. Good management does not involve catching people off guard or putting them in “sink or swim” situations. When employees fail because expectations were unclear, that failure belongs to the manager. The best thing to do when you see those failures is to treat them as systems to improve. That’s how you build a culture of high performance.

  • From Accountant to CFO (the fastest route) Level 1 - Know the fundamentals • Budgeting and forecasting • Corporate finance concepts • Financial analysis and ratios • Cost accounting and management • Financial statements (balance sheet, income statement, cash flow statement) Level 2 - Apply your knowledge • Analyze financial statements • Create a budget and financial forecast • Perform a comprehensive financial analysis • Conduct a cost analysis and recommend optimizations Level 3 - Expand your toolkit • Understand IT systems used in finance • Get familiar with ERP systems (e.g. SAP, Oracle) • Explore automation and AI tools for financial processes • Master data visualization (e.g. using Tableau or Power BI) Level 4 - Build leadership skills • Find a mentor in a CFO role • Lead a cross-functional project team • Hone your communication and people skills • Take on additional management responsibilities • Practice presenting financial information to non-finance audiences Level 5 - Strategic thinking • Participate in strategic planning sessions • Identify key value drivers for your company • Contribute to M&A and capital raise discussions • Deeply understand your industry and competitors • Propose new business opportunities and financial models Accountants, soon to be CFOs Remember, the role of the CFO is changing. It's no longer just about numbers, but about being a strategic partner and driving the business to success. So embrace this opportunity to make a real impact. Consider ♻️ reposting if you find this post valuable. Image: Wouter Born

  • View profile for Rema Lolas

    Founder & CEO @ Unstoppable Leadership | Empowering Teams & Leaders to Achieve Unstoppable Performance 🚀 | Corporate Trainer & Leadership Coach

    6,183 followers

    When roles aren’t clear, progress stalls. A fast-growing startup I worked with had everything - talent, vision, and funding. Yet, execution dragged. Why? No one was clear on ownership. 🔹 50% of employees don’t fully understand their role (Gallup). 🔹 Unclear roles slow decisions by 25% (HBR). 🔹 Teams with defined accountability are 31% more productive (McKinsey). Work fell through the cracks. People hesitated. The leader assumed things were moving - until deadlines slipped. Some employees were overwhelmed, others were disengaged, and cross-functional collaboration felt chaotic. How We Fixed It ✅ Shift from tasks to outcomes → Instead of “handles reporting,” it became “ensures accurate, timely insights for decisions.” Employees started seeing their work as contributing to a larger goal, not just ticking off tasks. ✅ Clear accountability → Clearly define who’s responsible, for what, by when, for every key process. This eliminated bottlenecks and ensured that decisions weren’t delayed because "no one knew whose call it was." ✅ Make clarity a habit → Quarterly check-ins with two simple questions: → Do you know what success looks like in your role? → Where do you feel stuck? This helped leaders spot gaps before they became problems. Once roles were clear, execution sped up. Meetings became more efficient. Accountability improved. People weren’t just busy - they were moving in the right direction. Productivity increased. If your team is stuck, start here: What role ambiguity is slowing them down? #team #leadership #highperformance

  • View profile for Joe Murphy

    CEO crossXcurrent | Creating Leaders At All Levels | The Leadership Academy | 6x Author 👉 The X-Factor - Become a Force Multiplier

    48,261 followers

    𝗢𝘃𝗲𝗿 𝟱𝟬% 𝗼𝗳 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 𝗗𝗼𝗻'𝘁 𝗞𝗻𝗼𝘄 𝗪𝗵𝗮𝘁 𝗜𝘀 𝗘𝘅𝗽𝗲𝗰𝘁𝗲𝗱 𝗼𝗳 𝗧𝗵𝗲𝗺 When I read that statement from Gallup, I did a doubletake. I reread it, thinking I had misread it in my haste to research some data for a presentation. Now, I have to ask: "HOW CAN THAT BE?" I could not help but wonder: Could this be related to the high number of unengaged employees? Then I turned to a theory: Is this a result of managers being afraid of being called micromanagers? I think they are related, although I have no proof yet. However, I am still researching it, and I have some anecdotal evidence that it might be. So, what do leaders do in the meantime? Gallup recommends that leaders: 🔸 Provide Clear Expectations: Set clear, specific goals for employees, ensuring they understand their role and what success looks like. 🔸 Ongoing Communication: Foster regular, open dialogue between managers and employees, making expectations a continuous conversation rather than a one-time event. 🔸 Tailor Expectations to Individual Strengths: Align employees' roles and goals with their individual strengths and talents, helping them perform at their best. 🔸 Use Strengths-Based Coaching: Train managers to coach employees through their unique strengths, empowering them to meet or exceed expectations. 🔸 Create Accountability Structures: Establish regular check-ins and feedback mechanisms to ensure alignment and help employees stay on track. However, the first thing that must be done is for the direct manager to sit down regularly—once a week or every two weeks—to determine how things are going. This is the one-on-one meeting owned by each employer/direct report to the manager. In this meeting, the direct report needs to report on: 1. What I accomplished this week related to the goals. 2. Where do I need help: removal of obstacles, training, and coaching? 3. What I am working on over the next week to accomplish related to the goals. If a manager structures a meeting like this, there is no doubt that every employee will know what is expected of them. And those of you who think this is micromanaging, you are incorrect. Having a structured one-on-one meeting creates a bond, a synergy between the employee and manager, to support one another and get things done. By implementing these practices, leaders can ensure their teams are focused, engaged, and working toward shared goals. Your partner in success, Joe Murphy ⏰ Leadership Insights video series (5 PM ET Mon-Fri) 📣Cool to repost 🔔Follow me for more success tips #CHROs #LeadersatAllLevels #TheLeadershipAcademy

  • View profile for Tony Gambill

    Leadership Development and Self-Leadership Expert | Keynote Speaker | Executive Coach | Forbes Leadership Contributor | Author

    102,756 followers

    𝗔𝗖𝗧 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 A leader’s foundational responsibility is to create an environment where employees have Alignment, Clarity, and Trust (ACT). I developed the ACT Leadership Model to act as a guide for how leaders establish a healthy, high-performance environment. Below are the key components of the ACT Leadership Model.   𝗔𝗟𝗜𝗚𝗡𝗠𝗘𝗡𝗧 𝟭) 𝗖𝗼𝗺𝗽𝗮𝗻𝘆'𝘀 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀 - When team members do not see a direct alignment between their goals and the organization's priorities, it becomes difficult to find meaning in their work. 𝟮) 𝗖𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀 𝗮𝗻𝗱 𝗦𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 - Leaders are responsible for ensuring their teams have the right capabilities and structure to achieve strategic goals. 𝟯) 𝗦𝘆𝗻𝗲𝗿𝗴𝗶𝘀𝘁𝗶𝗰 𝗥𝗼𝗹𝗲𝘀 - Clarity and synergy of team members' roles, responsibilities and tasks are needed to accomplish goals effectively. 𝟰) 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗟𝗼𝗼𝗽𝘀 - Regular feedback from employees, stakeholders and partners enables the teams to adjust appropriately for ongoing success. 𝟱) 𝗦𝗰𝗼𝗿𝗲𝗰𝗮𝗿𝗱 𝗮𝗻𝗱 𝗣𝗿𝗼𝗯𝗹𝗲𝗺-𝗦𝗼𝗹𝘃𝗶𝗻𝗴 - A simple scorecard should communicate how the team is progressing toward strategic goals and, if off-track, problem-solve issues.   𝗖𝗟𝗔𝗥𝗜𝗧𝗬 𝟭) 𝗣𝘂𝗿𝗽𝗼𝘀𝗲 - Fundamental reason for the team; why we're here. 𝟮) 𝗧𝗲𝗮𝗺 𝗚𝗼𝗮𝗹𝘀 - Common goals are what makes the team a team. Without uniting goals, any team development will have a limited impact. 𝟯) 𝗧𝗲𝗮𝗺 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀 - Teams must develop the capacity to continually assess and reset their priorities to meet new challenges and remain on track for success. 𝟰) 𝗜𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 𝗚𝗼𝗮𝗹𝘀 - Clear individual goals help team members focus and prioritize their efforts and time. 𝟱) 𝗜𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀 - Employees must understand their highest-level priorities and make necessary adjustments as needed.    𝗧𝗥𝗨𝗦𝗧 𝟭) 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗘𝗺𝗽𝗮𝘁𝗵𝘆 - Before employees can feel psychologically safe and engaged, they must believe their leader cares about their professional well-being and success. 𝟮) 𝗟𝗶𝘃𝗶𝗻𝗴 𝘁𝗵𝗲 𝗩𝗮𝗹𝘂𝗲𝘀 - Nothing is more disparaging for employees than having a leader or colleague who demonstrates behaviors that do not align with the organizational values, and no one seems to care. 𝟯) 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 - Healthy accountability focuses on learning, adaptation, and growth when team members fall short of expectations or goals. 𝟰) 𝗔𝗱𝗱𝗿𝗲𝘀𝘀 𝗕𝗮𝗱 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿𝘀 - Leaders who do not address a high-performer’s bad behaviors demonstrate to the team that results are more important than their values and ethics. 𝟱) 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 - Teams must dedicate time to establish an environment and behaviors that enable healthy relationships. What is one thing you can do to better provide those you lead with Alignment, Clarity and Trust? Share your COMMENTS below. ⬇️

  • View profile for Julio Martínez

    Co-founder & CEO at Abacum | FP&A that Drives Performance

    23,653 followers

    Recently I've been thinking about what truly defines a 10x finance leader. After spending 775 hours on customer calls the past year, I think I have an answer. It's easy to say they understand numbers, provide analysis, manage risk, and align with investors. But the path to becoming one? Far more challenging. And working closely with so many CFOs and leaders, I've realized there are seven key steps the best finance leaders take: 1. Master the numbers first → Close 95% of accounting by the first of the month → Deliver consistent reporting on the second of the month → Build a data dashboard that pulls data from across systems 2. Prioritize what moves the needle → Run scenarios to understand what factors matter most → Assess whether resources are producing outcomes that justify their expense → Study key levers and historical trends 3. Drive results, don't just report them → Implement rolling reforecasts with clearly defined, live targets → Hold people accountable when targets are missed → Explore the actual actions that lead to each key target 4. Transform the finance team into a leading example → Follow through on commitments by always meeting deadlines and providing accurate results → Use a streamlined process that minimizes the need for manual adjustments → Create and follow checklists for close process, data checks, and end-of-month reporting 5. Lean into project management → Manage internal infrastructure upgrades → Oversee financial due diligence and post-acquisition integrations → Lead AI rollouts 6. Stay ahead of market trends → Create and monitor a spreadsheet of all competitors → Benchmark against top performers to identify gaps and opportunities → Keep an eye on emerging software and processes that could be beneficial 7. Leave the ego at the door → Communicate that the role of finance is to support and guide → Reserve outright refusals for critical situations → Base all recommendations on objective evidence While it won't be easy, executing on these seven steps will put you on a strong path to becoming a 10x finance leader. I know because they've worked for me and dozens of others.

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