Does Financial Management Require Leadership?

< p > > a href= "http://www.91se91.com/news/index_h.asp" > Finance < /a > personnel should first know that leadership is different from management and processing.

The broad sense of management can be divided into three parts: solving simple and repetitive problems, dealing with them, solving technical problems, calling management, and solving challenging problems, called leadership.

It is easy for financial personnel to turn financial management into simple financial treatment, that is, overemphasizing some processes and regulations and neglecting the effect that they want to achieve.

Sometimes we need to break these processes to achieve better results.

For example, for example, customers need to get invoices within two days, and three days according to regulations.

The most common way of dealing with financial personnel is, "we stipulate this, and we must deal with it in accordance with regulations."

Because what they want first is not to create results, but to make mistakes and not violate rules and regulations.

For ordinary financial personnel, "handling" is often done well, and financial leaders will more embody "leadership" and "management" capability.

And if the financial staff to cooperate with the company to mobilize the masses to solve problems or to find out from their financial daily activities what important problems the enterprise may face is actually a concrete manifestation of leadership in financial work.

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< p > Finance generates large amounts of data and activities.

A financial person with a sense of leadership can find many problems that are closely related to the enterprise, and then communicate with the organization to define and solve these problems together.

To solve these problems, it may be necessary to change the < a href= "http://www.91se91.com/news/index_q.asp" > the financial process < /a >.

Financial management solves these problems, which belongs to the category of leadership.

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< p > leadership, management and handling are three levels.

Leadership is needed in every post, but we do need to make it clear that the lower the position, the greater the proportion of processing.

With the rise of posts, the "leadership" is increasing.

Although a CEO or CFO job also has "processing" elements, such as signature reimbursement, his main task should be to concentrate on leadership and mobilize the masses to solve problems.

It is necessary for enterprises to carry out leadership training.

This kind of training should be arranged at different levels, which is different from the training of the grassroots staff and the senior level.

Leadership training should start from the top.

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< p > financial leaders are as effective as leaders in other fields. What matters is not what they are or what they are, but what they do.

What they have in common is to do these ten things: < /p >

< p > bear the responsibility.

Leadership is not a position but a responsibility, and a leader is the person who takes the responsibility first.

An example of leadership in foreign countries has been cited: "Gail Melville is an administrative assistant to an ice-cream company.

The company is developing rapidly, and the waste generated is beyond the capacity of the local waste disposal plant.

If the problem can not be solved in time, the ice-cream company will have to stop production.

It wasn't Melville's job, but she began to think about it.

She thought of an idea and decided to put it forward.

At this time, she was no longer a follower, but a leader.

Others thought it might be feasible, so they organized a team to implement it, and she became the leader of the team.

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< p > solve problems.

Leading a team to achieve goals involves solving three kinds of problems: daily problems, technical problems and challenging problems.

Solving everyday problems is "handling"; solving technical problems is "management"; solving challenging problems is the responsibility of leadership and leadership.

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< p > close ties with the masses.

Leaders rely on the masses at the front line to find problems, and rely on the wisdom of the masses to discover the answers to them.

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< p > storytelling.

Mobilizing the masses to solve difficult problems needs to arouse the feelings of the masses.

In comparison with reason, storytelling is a better tool for mobilizing the masses.

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< p > be a teacher.

The long term task of "a href=" http://www.91se91.com/news/index_s.asp > Leadership "/a" is to educate people, while short-term tasks need to be taught -- Teaching on a specific issue.

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< p > learn from failure.

Leaders will encounter large and small failures in mobilizing the masses to solve one problem after another.

Excellent leaders regard failure as the melting pot of "alchemy" and become stronger after failure.

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< p > reflection.

Summing up experience requires reflection. Leaders should not only reflect on themselves, but also create an organization that is good at rethinking.

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< p > thinking deeply.

Only deep thinking can we find the real answer to the problem.

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< p > know yourself.

"I" is the concrete realization of leadership.

Leaders should not only find problems and understand the masses, but also have to know themselves.

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< p > become yourself.

Becoming a leader and becoming yourself are synonymous.

Leaders shape the world by shaping themselves.

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< p > leadership is actually a verb.

If you do these ten things, you are playing leadership; if you persist in doing these ten things, you are practicing leadership; if you can do these ten things well, you will become a productive leader.

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