Someone once described Jim as a 'swim lanes' type of CFO. That he will press functional leaders to do their jobs, but wouldn't get into their kitchens. He will challenge, validate and verify. But eventually, he will trust them to do their jobs. That also allows him to remain independent and not get overly close to the business.
I asked Jim for his reaction to this characterization. His response...
I have always been an operational CFO. I am heavily engaged in the business and with a very balanced approach. I try to be as rational as I can be. And with an accountability orientation. So in this regard, I am trying to understand what an operating leader is trying to do, kicking the tires on operational feasibility, and looking for end-to-end alignment with key stakeholders. I am not trying to do their jobs.
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