On a recent visit to Finland to deliver a leadership program I took the opportunity to call in to see a number of other clients. An interesting fact cropped up. Three of the four companies I visited had recently restructured their HR function. In all three cases the dotted line relationship between the HR Vice President at head office and the HR Directors and Managers at business unit and country level was being replaced by a solid line. The local and regional HR professionals were now reporting directly to their functional head and no longer to the line of business manager.
Have you ever asked a colleague or key stakeholder for feedback on how you communicate and what effect this has on them?
Like all support functions in today’s world, the finance function is under increasing pressure to demonstrate value added services to the business. However many finance functions remain bogged down in detail and complexity; often dealing with accounting and budgeting as opposed to real business intelligence and simply reporting too many metrics and measures.
Two keys to influencing upwards are where are you starting from and what are the preferences and expectations of the senior leaders you need to influence.
Lots of HR functions do add tremendous business value to their organisations but unfortunately they fail to market their good work within the organisation. Consequently people frequently overlook their inputs or indeed criticise their efforts.
Paula Cook, lead consultant and faculty on PPI leadership programs has summarised her learning from an interesting research undertaken by two US consultants and elaborated in their book - Virtual Team Success: A Practical Guide for Working and Leading from a Distance.
Misunderstandings, different wavelengths, resistance, resignation, low energy, lack of commitment – could these be the behaviours you meet when making contact with your people.
In this book Mark Thomas sets out an approach to operating as a highly effective internal adviser or business consultant.
It is widely accepted that many mergers and acquisitions result in financial disappointment. Company A buys Company B only to sell it off five to six years later as it was not possible to generate the expected synergies or cost savings. Indeed numerous research and business school studies have show M&As to be a high risk business strategy.
The critical audit questions for today’s High Performance Finance Business Partner.