Communication Is Not Only Necessary But Also Important.

The universality of A. communication is only internal.

CFO, there are two other external groups that must be widely connected and communicated. One is the board of directors or investors. The modern CFO dual line responsibility system is to put CFO on the board of directors.

Responsible for an important function responsibility! Two, banks, taxation, finance, accounting, appraisal, consultation, insurance, even lawyers, industry and Commerce Bureau, real estate bureau, press and other related industries, such communication should be long-term and continuous, rather than something to do, because you can not predict when the need for that.

B,

The most important principle is to express professional and esoteric theories and terms in financial accounting by using non professional, plain language or image figures. It is only by listening that you can listen to it. Only when you listen to it can you get support. Even without support, understanding is very rare.

C, communication is not emotional catharsis request and complaint, but must be rational, using numbers and facts to speak is very important, sometimes you just need to list a few sets of figures, conclusion is not needed, because the other side can be very clear!

Between professional ethics and realistic pressure, it is really difficult to grasp and balance between adhering to principles and flexible handling. Especially, CFO is always facing this challenge. On the one hand, it may face the temptation of colleagues and the outside world. On the other hand, it must adhere to and abide by the state's legal regulation. On the one hand, it has direct pressure and implicit hint from the boss, on the other hand, it is how the financial personnel of your staff are staring at you.

If we insist too much on principle, it is estimated that even our friends do not have to do so. It becomes a rigid and competitive person in our eyes. It is too flexible to ignore some jurisprudence and damage the interests of shareholders. My view is flexible and principled, but the principles must not be flexible.

To truly create value management activities, such as sales and R & D technology, we should have flexible skills in form and method, but there is a bottom line that can not be touched, such as accounts receivable.

And in terms of internal management and cost control, we must adhere to principles, emphasize norms, and even sacrifice efficiency at the expense, such as telephone, entertainment, office and other daily cost control, such as purchase and verification process of materials and fixed assets.