I was recently interviewed by Bluesteps, a service of The Association of Executive Search Consultants (AESC), on my recent book, Guide to CFO Success.
Here is an excerpt from the interview. To read the interview in its entirety, please click here.
BlueSteps chats with Samuel Dergel, Executive Search Consultant at Stanton Chase International, who recently published Guide to CFO Success.
First of all, thank you for taking the time to speak with the AESC and BlueSteps about the CFO role and your new book, Guide to CFO Success. Can you tell us about the work you do at Stanton Chase International?
I work in executive search, with a focus on the Office of Finance. Working across the United States and Canada, as part of our CFO and Financial Executive Practice, I help companies hire their next Chief Financial Officer, and work with CFOs to build a finance team that will ensure their success. In addition to working with CFOs and other Financial Executives, I do executive coaching.
In your book, you talk about the reality of the CFO role vs. what the CFO role is perceived to be. How do you define the CFO role?
The role of the Chief Financial Officer is a critical one for all organizations. The Board and the CEO set the expectations for the CFO, and it is important for the CFO to deliver on these expectations. In essence, the role of the CFO is whatever the company deems it to be.
Guide to CFO Success focuses on all stages of the CFO’s career, from searching for a new executive job to building out her team. Which career stages are most CFOs unprepared for when managing their careers?
Career transition. CFOs may be well trained to be great CFOs, but no Chief Financial Officer has been trained to become a CFO in Transition. My experience shows that CFOs who are focusing on their career at the same time as their CFO role for their employer are at an advantage over those that just give 110% to their employer. CFOs who continue to develop themselves and network properly throughout their career minimize the chances that they will ever be in transition, or, if they end up in between opportunities, their network will quickly activate to their advantage.
Other questions answered in this interview include:
What has changed about the CFO role in the last 5-10 years? How have long-standing CFOs adapted to these changes?
In your book, you discuss in transition CFOs and the best ways to cope with searching for a new position. What advice do you have for CFOs who are currently in transition?
How can a CFO candidate best present himself to get noticed by executive recruiters in today’s marketplace?
In your book, you highlight the importance of “critical early wins” for a newly hired CFO. What should a new CFO focus on during the first few days and months on the job?
A major theme in your book focuses on the importance of focusing on one’s own career even when happily employed. Why is it important for CFOs to focus on both their career and their employer?
Do you have any recommendations for CFOs who have difficulty finding the time to focus on their career while they’re employed?
One unique thing about your book is that you focus on the CFO as a leader rather than the CFO as the technical, number cruncher. A significant part of being a leader is maintaining strong relationships. Which relationships do most CFOs find to be the most difficult and what recommendations do you have for CFOs to navigate those rocky relationships?
What changes should CFOs prepare for in the next 5-10 years? What new skills might they need? What will they need to be able adapt to in the workplace?
To read the interview in its entirety, please click here.
Maureen O'Connell says
“CFOs may be well trained to be great CFOs, but no Chief Financial Officer has been trained to become a CFO in Transition.” That it is so very true Samuel.