Ten Professional Qualities That A Qualified Financial Controller Must Possess

Recognize your own

Making financial barriers is relatively low, which is also one of the reasons for the flood of accountants. But it is not easy to be a good financial officer. It is not easy to be a good financial controller. If your company only treats you as Mr. accountant (of course, if you don't even do a good accountant, you don't have to be a financial controller, that's the foundation, change it!), and you can't change the situation with your ability to let the boss appreciate your talents and fulfill the functions and powers of a chief financial officer. Even if you have the title of chief financial officer, you will never be a real CFO.

I appreciate the views of Hongkong people who are responsible for financial affairs. Apart from the boss, the number second of many companies is the chief financial officer. He is second only to the boss, and he plays an important role in the boss or CEO. He often tells the boss or CEO: "NO!"

In fact, this is very important for preventing the risk of the enterprise in the course of operation, if you are the boss or

To be a real financial controller, you must have:

1, the CFO must have to deal with all kinds of figures (including financial and non-financial figures) every day. If you like to deal with numbers (but you have to remember that your job is to deal with numbers, but not only dealing with numbers, but also dealing with financial data, just dealing with figures is the foundation of the financial controller), and have quite a lot of knowledge about financial accounting. In the long run, you will accumulate quite sensitive experience of digital height. If you are the chief financial officer, this highly digital sensitivity may be a matter of life and death for enterprises.

Colleagues in the financial industry, if you want to be a financial controller, remember that if you have seen the future trend of your business from the number of your company before, and have proved your prediction is right, you can almost be competent for the position of chief financial officer.

It is a shame to say that it is a pity that there are very few financial directors who are highly sensitive to the figures, including the Hongkong colleagues who worked with me.

Most of the bankruptcy is caused by poor management or financial risks, and the result of poor management leads to financial deterioration and bankruptcy.

From this point of view, the position of chief financial officer relates to the life and death of an enterprise.

And your high sensitivity to numbers is a warning signal for crisis.

From the point of view of financial management, you should grasp two key points in financial data: control financial risks and reduce costs.

It is the most important function of Mr. Zhang's chief financial officer's function to do a complete financial statement in time.

2, your knowledge is not limited to financial accounting.

An excellent CFO should be T knowledge structure.

That is to say, there must be considerable depth in professional knowledge, including finance, accounting, auditing, taxation, investment and financing activities. At the same time, it must master the scope of certain other knowledge, including economic law, enterprise management, enterprise merger and reorganization, basic knowledge of production technology, marketing knowledge, negotiation skills, corporate governance and so on.

I particularly stress that financial controller should be proficient in management accounting and performance management, corporate governance and company strategy, which is of great benefit.

I usually pay much attention to the accumulation of knowledge outside the profession.

As a financial controller, you must take part in some commercial negotiations. Here you appear as a financial expert. Of course, you have to have skills. Maybe your speech may be the turning point of opportunity at the critical moment.

Similarly, as a good financial controller, if you do not understand the production process of your company, you will not be able to give full play to the functions of cost management system, and put forward suggestions and suggestions for the time and disadvantages, so that you can not lay a good foundation for the competition of enterprises.

Therefore, if you want to limit your financial work, you must have T knowledge structure.

Assuming that if you are the chief financial officer today, will you be able to reduce the company's current expenditure by ten percent by the end of the year?

3, good writing skills.

I am a boss in second companies. I have a lot of writing skills, especially literature accomplishment. He is despised by ordinary people.

When I first came to the company, most of them were engaged in written work. At that time, I was not proficient in using computers. All the drafting work of company documents was printed after I started writing. It involves not only financial analysis and institutional aspects, including stock reorganization plan, project business plan, and even sales contract for product export.

In fact, your writing skills reflect your comprehensive level of knowledge.

To learn the purpose of knowledge, you must show what you learn in the right words, and try not to express it in professional terms.

You have to remember that what you write is not for you to see, but for others to see it. Most of them are laymen.

As I often tell my accountants, if you only do your own accounts, you will not be good accountants. You must use the standardized language of accounting to let others see clearly and clearly. (excepting exceptions the earth knows that the more clearly you know, the higher your level, ho ho!)

Financial analysis is also like this. The layman understands that your level is high, and the financial analysis you write will play a real role.

If you are chief financial officer, can you draft a business plan alone?

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4, team spirit.

If a single tree does not become a forest, you must do well the financial team you belong to. The team is composed of different levels of personnel with different experience and educational background. You must be good at uniting everyone and arrange them to work for their posts so as to play their respective strengths.

In business, you are their mentor. Usually you are their colleague. Only when you win the company's due benefits and take responsibility, they are their leaders.

It is very important that you want them to work well, and strive for their due benefits.

Careful, but the finance department had a great deal of complaints about him, and the manager of the finance department often complained about it. Later I realized that the average salary of the finance department was lower than that of other departments, and it was also much lower than that of other departments. I think it was probably that the boss of the finance department was engaged in the production, and of course, he preferred the production technology department. When he knew that the company always raised wages or benefits for the employees, the old man never spoke for the financial personnel, so he caused the treatment bias, and only knew that people could work. I have a chief financial officer from a subordinate company in Hongkong, who is quite good and works hard.

This is also the case with your work. First of all, you have to take responsibility for the company first, then find the cause and make proper handling.

Team spirit is the foundation for your success in doing your job well.

Another is the financial personnel right, you must master it yourself, and you can not hand it in with others.

In order to develop a stable team, your staff consist of different levels of education.

For example, if you are not training a person, then you must never find a college student.

But for those who specialize in cost management and control, they must be highly qualified and experienced.

5. Communication skills.

Most accountants are not good at communicating and introverted.

I started the same way.

But with the rise of status and the expansion of business, communication ability has become one of the necessary abilities of chief financial officer.

Communication is divided into two parts, one is financial internal collusion, that is, you should communicate regularly within your team, which is also an indispensable prerequisite for team spirit.

The two is external communication. There are two parts inside and outside, including the inside and outside of the company.

Let's talk about the internal communication of enterprises: for example, the annual budget of an enterprise. I saw a budget made by an enterprise. Their chief financial officer was delighted to get the chairman's approval. The chairman asked me for advice. After I saw it, I went to the enterprise immediately. I asked a few middle-level cadres to ask, who knows that the details of the budget are three questions, and the senior management of the Department concerned can not answer the details or be upset or only reply to their part.

The results of such a budget can be imagined.

In fact, the chief financial officer must communicate repeatedly from the financial point of view and all other departments in the business activities. Each department will consider the problem from the perspective of its own department, and the final statement of the financial statements is a comprehensive conclusion, so you have to stand in a more comprehensive view of them. The balance is very important, and the balance is the consensus reached by repeated communication. Only by thoroughly understanding the objectives of the enterprise can the goal of the enterprise be achieved, which is inseparable from communication.

Remember, the process of communication is also a process for you to understand the business as a financial controller, and the more you understand it, the easier it is to communicate.

In the formulation of corporate strategy, the communication responsibilities of the chief financial officer are even more important. Therefore, in some Western textbooks, the new function of the chief financial officer should be the bridge between the director of the communication department and the financial requirements of the company and its investors. They call the chief financial officer with this kind of communication function "super finance director" two.

Then there is external communication. The general company only involves business, taxation, banks, creditors, debtors, and relevant organs of the government.

Maintaining a good and lasting relationship with them is of vital importance to an enterprise.

This requires emotional and material input, the highest level is to make friends with them, this kind of communication is usually prepared for solving a company's matter, and it is urgent to jump off your feet when your boss tells you to solve it.

But the object is different, communication methods are not moving, such as communication with the bank, and the communication side of the related departments of the government. All this depends on your own experience, that is, some can only lead to God, and no words. Of course, if you are a listed company, then your communication represents the public image of the company, not only to all aspects of the enterprise, but also to be very cautious, and the ability to communicate is higher.

6, we should be prepared for work pressure and hardship.

Most of the daily operations of accounting work are handled by software, requiring your subordinates to do information input in good time. Don't wait for those days to do it.

Another pressure is the pressure on the nature of financial work.

7, continuous learning preparation.

China is in a period of reform. Reform means change, as Ali Staud, an ancient philosopher, said: every day the sun is new.

This requires us to keep learning.

The accounting textbook I have learned is also a balance sheet of capital, which is entirely the planned economy. Although it has touched the balance sheet in the original unit, it has learned a capitalist accounting textbook, which is not systematic.

After 93 years of reform of the accounting system, we got on the track.

In order to adapt to this change, they began to take part in the CPA examination. After that, they took part in a postgraduate course in a university. After studying, they took part in the international internal auditor's examination. (unfortunately, after two, and later because of something delayed), in addition to taking the exam, I became the chief financial officer of ten years, and I bought about ten thousand yuan of professional books for self-study.

To tell the truth, no matter which company, I basically read books in my spare time. I have today, besides opportunities, I am more of the result of my continuous learning, and learning is a kind of preparation, and opportunities are always given to those who are prepared.

Of course, taking the exam and getting all kinds of certificates is a result, with a signboard, but you should pay more attention to the learning process.

8. Master of financial management tools.

The popularization of computers is an improvement in efficiency for accountants. This improvement is reflected in the rapid response to market decisions.

Of course, you have to have a good command of computer software technology related to financial accounting and enterprise management.

Don't nag me.

I think you should not be limited to the control of financial instruments.

If you want to analyze the enterprise thoroughly, you must master it more comprehensively.

But you have to remember that all management tools are for you to analyze the future development trend of the enterprise, for you to predict and to implement the target service, in order to get useful information quickly and make timely decisions in order to adapt to the changing market situation faced by enterprises.

9, about employing.

Once again, I emphasize the importance of financial controller's employment. Finance is a vital sector. Many business secrets are concentrated here. As a financial controller, your employment strategy is extremely important. Do not rely solely on the human resources department, you have to personally select and identify people.

If a person is measured by two standards, you must have a clear understanding of these four kinds of people.

One criterion is quality (or personality); the other is professional (or knowledge).

10, grasp the principles and flexibility.

Finance is a department directly related to the interests of everyone in the enterprise. It is easy to become a target of public criticism.

If you offend a lot of people, your job will be hard to start.

Other work can not be done, for example, let you preside over the company's annual budget, or they will give you some difficult problems, let you down.

The first is: Mr. treasurer's chief financial officer, whose work scope includes compiling the report forms; formulating the system; accounting; asset management; tax treatment; and internal control.

The second type: chief financial officer, chief accountant, whose responsibilities include overall budget, financing activities, fund management, product pricing and cost control.

The third type: Super (real) chief financial officer: in addition to the scope of work above, there are financial strategies, capital operation, performance appraisal, enterprise and financial risk management and control, enterprise valuation, corporate governance, management coordination, and one of the main makers of corporate strategy formulation.