You’re a financial manager who wants to be more strategic. How can you develop the skills to get there?

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As a financial manager, you're responsible for overseeing the financial health and performance of your organization. But you also want to contribute to its strategic direction and goals. How can you develop the skills to become a more strategic financial manager? Here are some tips to help you:

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Marie Langan

Chartered Accountant; Regional Manager - South West at The Cranfield Trust - building successful charities
Preeti Maheshwari

Finance Leader, Financial Reporting, IFRS, FP&A, Financial Planning and Analysis, Budgeting, Treasury, Finance Function…
Alejandro Morales Gonzalez

+15 a?os de experiencia en Finanzas | CFO | Director Financiero | Gerente Financiero

1 Understand the big picture

To be more strategic, you need to understand how your financial decisions and actions align with the vision, mission, and objectives of your organization. You also need to be aware of the external factors and trends that affect your industry and market. This means you have to communicate and collaborate with other leaders and stakeholders, and learn from their perspectives and insights. You also have to keep yourself updated on the latest developments and best practices in your field.

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Preeti Maheshwari

Finance Leader, Financial Reporting, IFRS, FP&A, Financial Planning and Analysis, Budgeting, Treasury, Finance Function Governance, Chartered Accountant, Certified Internal Auditor (CIA), Compliance Lead
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Finance Manager role is not restricted up to number crunching but goes beyond that. Finance lead needs to make sure that financial goals and achievements are aligned with the organization’s vision. He or she should adapt with the changing business dynamics and work closely with the internal stakeholders and leaders to attain big picture.

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Alejandro Morales Gonzalez

+15 a?os de experiencia en Finanzas | CFO | Director Financiero | Gerente Financiero
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Es muy importante tener claridad en la situación actual de la empresa con datos y números sólidos y sobre todo profundo conocimiento del negocio e industria en la que se opera. Así se toman decisiones informadas que acompa?ado del trabajo en equipo con otras áreas de la empresa llevan al logro de metas y objetivos trazados, siempre buscando el alineamiento de la visión y misión.

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2 Analyze and communicate data

As a financial manager, you have access to a lot of data and information that can help you make informed and strategic decisions. But you also have to be able to analyze and communicate that data effectively, using tools and techniques such as financial modeling, forecasting, scenario planning, and dashboards. You have to be able to translate complex financial data into clear and concise reports and presentations, and use them to support your recommendations and proposals. You also have to be able to explain the implications and impacts of your financial choices on the organization and its stakeholders.

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Syed Ali Jawed Akhtar

Strategic Planning | Financial Management | Risk Management | Audit | Digital Transformation | Sustainability | Data Analytics | Investigations & Inquiries
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Data, and effective data are two very different things. To effectively incorporate elements of data into a strategic plan, the tools and techniques come into play. Complex financial data can be perceived as boring and too detailed, hence this needs to be translated in a clear and precise manner to ensure that reports and presentations hit the mark, instead of confusing the user.

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Alejandro Morales Gonzalez

+15 a?os de experiencia en Finanzas | CFO | Director Financiero | Gerente Financiero
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Los datos son un tesoro y un activo muy valioso en una compa?ia. Te da una ventaja competitiva capaz de tomar decisiones informadas y acertadas. Es importante crear dashboards con el fin de tener y/o dar visibilidad de los datos en insights sin olvidar la segunda parte medular del tema que es la comunicación de los datos o insights encontrados. Hay que conocer la audiencia y construir en base a los datos encontrados una narrativa que conecte y capte atención de los oyentes comenzando por que pasó, por que pasó y cuáles son los siguientes pasos.

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3 Think creatively and critically

Being strategic means being able to think beyond the numbers and the status quo, and explore new and innovative ways to improve your financial performance and efficiency. You have to be able to identify and solve problems, and generate and evaluate alternatives. You also have to be able to challenge assumptions and biases, and test your hypotheses and assumptions. You have to be open-minded and curious, and willing to experiment and learn from failures.

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4 Lead and influence others

Being strategic also means being able to lead and influence others, both within and outside your financial function. You have to be able to inspire and motivate your team, and delegate and empower them to achieve their goals. You also have to be able to build and maintain relationships with other managers and departments, and negotiate and persuade them to support your financial plans and initiatives. You have to be confident and assertive, but also respectful and collaborative.

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Alejandro Morales Gonzalez

+15 a?os de experiencia en Finanzas | CFO | Director Financiero | Gerente Financiero
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Como Gerente Financiero es una gran oportunidad que se tiene de liderar con el ejemplo buscando la transformación continua de colaboradores y departamentos de la empresa ya que se tiene estrecha relación con la administración y con las demás áreas de la misma. Como responsable del número y comunicador de los resultados, existe una plataforma donde se generan diálogos entre áreas que deberían buscar la mejora y eficiencia de las mismas a nivel de gente y procesos a través de ejemplos que muestren la importancia de lo que los colaboradores hacen y logran, así como también encaminar su vida personal también a esa mejora continua buscando puntos de convergencia.

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5 Develop yourself and others

Finally, being strategic means being committed to your own professional and personal development, and helping others to grow as well. You have to be proactive and seek feedback, and identify and address your strengths and weaknesses. You also have to be flexible and adaptable, and embrace change and uncertainty. You have to invest in your learning and development, and seek opportunities to expand your knowledge and skills. You also have to mentor and coach others , and share your expertise and experience.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Marie Langan

Chartered Accountant; Regional Manager - South West at The Cranfield Trust - building successful charities
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Consider becoming a trustee / treasurer on a charity board. Being on a board in a director role exposes you to wider governance and strategic development activities, and your network will expand to include experienced leaders and consultants who will make great role models and mentors. Meanwhile you are also making a difference in your local community. Link in if you would like to also try volunteering directly with a charity on a Cranfield Trust project (if you're in the UK). Similar organisations exist in other countries to match skilled volunteers with local causes needing external pro bono support.

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You’re a financial manager who wants to be more strategic. How can you develop the skills to get there?

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1 Understand the big picture

2 Analyze and communicate data

3 Think creatively and critically

4 Lead and influence others

5 Develop yourself and others

6 Here’s what else to consider

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