At times CFOs will encounter and then have to overcome various obstacles, such as lack of time, knowledge, skills or confidence; cultural and managerial barriers, or resistance from the CEO on their journey to taking on a greater strategic role. Find out how CFOs are able to overcome those barriers.

This content, along with our information on strategic roles, is part of a series of resources designed to help CFOs and aspiring CFOs contribute to an organisation's strategy. Please see CFO and strategy for further details.

Summary	Actions
Lack of time – delegate, prioritise, invest	Get a great number two – train-up or recruit Invest in building and developing your team  Take an acceptable level of risk and delegate more Prioritise ruthlessly Put in the extra hours – but only if it helps you achieve an appropriate work life balance in the medium term
Organisational resistance – solve problems, build relationships, use reciprocity	Help solve key business problems to demonstrate value and build trust Build credibility by getting out into the business and obtaining first-hand business insights Spend time on building relationships and trust Use reciprocity – give and take Challenge in a sensitive and constructive way Volunteer to administer the strategic process to get a seat at the table Point to examples of successful strategic contributions by CFOs in other organisations or countries As a last resort, use the power that goes with the CFO role, eg, not signing off on investments where there has been insufficient CFO involvement.
Lack of knowledge – walk the floors, meet stakeholders, training, conferences, reading	Get out into the business and onto the frontline. Observe operations, talk with line managers, commercial partners, customers and suppliers. Engage internal and external experts to get you up to speed with the organisation’s products and services Attend formal industry and strategy training and conferences Join peer networks Read widely – Business and Management Faculty resources, industry press, market research, analyst reports, competitor intelligence
Lack of skills – mentoring, training, practice	Learn from the CEO, other executive team members and non-executive directors (NB easier to get direct input when new to role) Find a mentor Undertake formal training and development programmes focused on leadership and strategy Practice – in a disciplined and purposeful way eg trying different approaches to presentations and getting feedback Take on non-finance, voluntary roles (internally or externally) to build more rounded skills
Lack of confidence – strengths, support, coaching	Identify, celebrate and utilise strengths eg, demonstrate analytical skills as strategy is developed Look for support from trusted colleagues and advisors Consider getting an executive coach or counsellor