Occasionally, says Simon Hill, SME CEOs can get pretty volcanic – and handling the resultant lava flows is the FD’s biggest challenge. David Higgins adds his own advice on managing the conflict.
FDs operating in entrepreneurial SMEs make a similar trade-off – excitement, opportunity and variety in exchange for volatility, conflict and the occasional violent eruption. So what are the typical problems with CEOs? And what’s the best way to handle this kind of seismic activity?
'It's against the rules?'
But it’s an approach that sets such CEOs on a collision course with FDs. For example: a trade magazine publishes an annual industry league table based on revenue. The CEO wants to rank as high as possible. But what “revenue” does the FD supply? For the last financial year? The last 12 months? Last month multiplied by 12? The best month’s turnover multiplied by 12? Including recharged expenses or VAT?
For the CEO, it’s about positioning the business, and his success story, well. For the FD, there’s a risk of misrepresentation. Perhaps no real decisions will be based on the tables. But there could be problems if the magazine’s rules change or growth flattens, and if they do win business based on a seemingly high turnover and the client checks things out at Companies House.
What to do:
Such mavericks grow their businesses by overcoming obstacles, never taking “no” for an answer and hacking through red tape
'Naturally there would be a few incidental expenses...'
What to do:
'The magic of hypothetical future value accounting'
In some cases, the delusion descends to such an extent that the future is mistaken for the present. The business could be sold for six times revenue – so it’s worth £squillions, right? And if it’s worth that much, why wouldn’t we spend – even if that means borrowing – accordingly?
This is the stuff of nightmares for an FD. Dissent from the valuation could be construed as treason. Tacit approval risks spawning largesse.
What to do:
'Because I'm worth it...'
But it can be tricky. One example is the CEO who loves to proclaim how he/she doesn’t take a salary. In fact, he/she takes cash out of the business as dividends (probably for tax reasons). Or they will excuse their elevated pay as recompense for the hardship in the lean years when the business was getting off the ground.
What to do:
'Hang on, lads; I've got a great idea...'
Deal fever is a dangerous thing, even for huge corporations. The most valuable call is often the one that says “stop” and quite often it’s the FD with the evidence to make it. Sadly, nothing drives overpayment like a CEO – their “must-win” personality frequently overrides better judgment.
M&A is an example of the “pet project” genre – situations where the sharp, commercial acumen that characterises most CEOs goes out of the window. Others include the corporate makeover, office refurbishment and the “white elephant” IT system that will solve everything.
What to do:
About the author
Simon Hill is a principal at Everymind.
David Higgins' dos and don'ts of the CEO/FD relationship
The degree of friction between CEO and FD depends entirely on the personality of the two individuals. But conflict is not always a bad thing. Tension helps align the top two, as each will have had to argue fiercely for a certain course of action, testing the other’s hypothesis.
A recent study found that at the heart of the conflict between FDs and CEOs is the dual nature of the finance role today – being both financial controller and business partner. Combining the two is no easy feat. But if the FD fails to demonstrate both attributes, the pairing will never work. So how should conflict be managed?
Do:
- Get to know your CEO and the other individuals in the business. A well-connected FD is more influential and can help shape the CEO’s plans.
- Be collaborative yet independent – this yields honest and supportive communication.
- Recognise the strengths of the CEO, but support the areas of weakness.
- Spend time outside finance. Knowing how the business operates gives you a better understanding of the challenges facing it.
- Ensure that the business understands the broader nature of your role. You’re a business partner, not just an accountant.
Don't:
- Be a technocrat. A good FD can talk confidently about business models instead of financial statements. Your world isn’t only spreadsheets.
- View finance as a function separate from the business. There has to be a joined-up approach to ensure fluidity and open communication.
- Live in an ivory tower. FDs with an open mind will be in a better position to shape the business plans of the CEO. Relationships with key investors, analysts and opinion-leaders really help.
- Be afraid to say “no”. Independence is crucial to safeguarding the business from uncalculated decisions.
- Lose objectivity. Get close to the business, but not so close it clouds your objective analysis. That is essential in helping the CEO build a sound business.
About the author
David Higgins is chairman and founder of leadership advisory firm Inception Partners
Download pdf article
- Love and lava
Finance & Management Magazine, Issue 200, June 2012, p.24-25
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Update History
- 20 Jun 2012 (12: 00 AM BST)
- First published.
- 16 Nov 2022 (12: 00 AM GMT)
- Page updated with Further reading section, adding related resources on the CEO and FD/CFO relationship . These new articles provide fresh insights, case studies and perspectives on this topic. Please note that the original article from 2012 has not undergone any review or updates.