How Can A New Financial Manager Take A Firm Foothold?

Promotion is a very difficult task, and everyone wants to be promoted.

But the company has strict rules and procedures, and it is the most difficult to win quickly among many people.

And after getting promoted, it is even more difficult to have a good foot.

In practical work, everyone has his own specific tricks.

Some people have a good relationship with leaders and subordinates. They secretly invite leaders and subordinates to have meals. A group of people is "whenever leaders tell me what to do, I will finish at the first time". The problems raised by subordinates are the first to solve.

Each of them has a remarkable purpose.

However, things are not so simple.

If one day you start as a financial manager, what should you do?

Accurate positioning is the primary direction problem.

For the positioning of financial personnel, there is always an invisible presence in the head of a leader. Even drunkenness does not necessarily tell you the truth, and "my value" is in my subjective perspective.

Therefore, how to accurately grasp the positioning is crucial to the positioning of leaders.

It is very likely that the values of our financial staff are like this: they work very hard, or report very well, or Excel operates very well, or has a good grasp of accounting standards, and is very proficient in tax affairs.

However, as a financial manager, the most important thing is that the leader agrees with you.

What is your value in the eyes of leaders? It may be different from what you initially thought.

Leaders may think that this person looks foolish and honest and has something difficult to deal with, and gives it to you.

Is this totally different from what you think?

To sum up, if we can be a financial manager, we should have at least two or three or more of the following seven types of value: hard work, meticulous operation, theoretical research, good communication, trust, line type, great popularity and team management.

These seven types can help you to find out whether your own value is the value of the leader's opinion and avoid running away at the beginning.

Our initial financial manager can think about what type of company he belongs to.

Just like an example, if you think your own accounting standards or theoretical research is very good, do leaders want to make good use of you? If the judgment is true, then it is wrong to show the value of leadership and show good performance in this respect. Leaders who can identify and want to use your ability do not listen to and grasp their tastes, but instead insist on expressing your own values.

A financial manager may be responsible for managing reports, controlling internal controls, budgeting, managing capital, and managing costs and taxes.

The work of a financial manager is basically divided into six parts.

You may be responsible for managing a large company in a large company. You may manage several small companies, and you may be the whole supervisor in small and micro companies.

How to behave and what kind of content do you show? Put it into your work and describe it concretely.

In the practical experience of enterprises, there are three things that are most important: manpower, rights and resources.

How much of these three points you have determines the extent to which you can work in this company.

For example, when a new financial manager comes to the company, he reports the reports and analyses the reports. The result is not only to manage this, but the responsibilities far exceed the original category, or you need to work with another level manager.

At this point, it is necessary to think about whether this company lets you be a financial manager, in essence, to exchange blood, help companies train and train people, train the former deputy manager, or help the original manager bring a group of people. This will require you to find out three things after that: manpower, rights and resources.

How do people touch them? Find out what they are capable of, how they are and how they feel.

In many companies, managers and above level personnel are relatively stable. Some people have worked for a job for 5~6 years or even ten years.

People in basic positions do a lot of work, so why not change them?

It may be that these people are more rigid in a certain job, so the rise of their careers is difficult.

So, how many people in the company can connect with you? Who will execute and innovate? Who can bring them up with a little bit?

In terms of power, do you have the right to sign the approval? Simply speaking, for example, is the right to ask for leave belong to your jurisdiction?

If not, that is the lack of power.

Transposition thinking, asking for leave, not asking for me, and checking is not for me. Why should the subordinates listen to you? This is the existence of power in name and in name, it has been appointed as manager, but can not manage the following people.

The leader lets you manage, but he does not give you this power.

Be careful at this time. What are the financial managers you want to show? It is very likely that the company hired you to train the old staff.

So, let's go back to the first point and see what leaders recognize your value.

In terms of resources, internal relations and external relations need to be considered.

Companies, such as making statements, need to contact the managers and directors of various departments. They need some information to make budgets, and departments should strengthen cooperation.

Are foreign, auditing, tax and so on resources linked to you? Is the foreign auditor signer, is it you, do you take the lead in external meetings, or go to important meetings at the higher level or other level, then convey the secondhand and filtered messages to you, so that you have less resources?

If you have fewer resources, your influence will not be enough, and information acquisition will be hindered.

Therefore, when you have this position, you need to reflect on the three parts of manpower, rights and resources to match your behavior, so that people do things with a sense of order, making people feel comfortable and the future guaranteed.

To sum up and clarify the following points, we can know the direction and the focal point of the follow-up work by knowing the enterprise well enough. If any problem happens, we will have a clear solution to the problem.

The first is the industry in which enterprises are located.

The industry determines the characteristics of the enterprise.

Therefore, at least to understand the basic indicators of the industry, such as market capacity, profitability, whether the whole industry is like this.

This is conducive to training.

When we encounter problems, we can seize and make good use of this.

The two is the stage of enterprises.

There may be no problem in the industry, but the enterprise has just been founded, and there will be a variety of problems at its founding stage.

For example, internal control is not good enough, and the system is imperfect.

If you know that the enterprise belongs to this stage, there is no need to complain about the mess of the company system.

Three is

。

Simply put is what the company relies on to make money.

Is it a service provider or a profit making product? The profit margin is quite different.

The remaining three aspects are difficulties, strengths and personnel.

If we find out where the difficulties are, we can grasp the key points to solve them.

For example, the leaders of entrepreneurial enterprises attach great importance to the accuracy of the budget. Recruiting you to be a financial manager is to ensure the quality of the budget.

Stare at the performance of the budget, the leaders at the center of the mind, the analysis of difficulties achieved results.

The advantage reality is, where are the advantages of enterprises, which aspects can contribute higher profits, and which products are to attract customers.

The reality of the staff includes: is the company fully staffed, its division of work clear, or its staff members incomplete?

All in all, every company has its own problems.

But every financial officer, whether he is a man or a position as a financial manager, needs to understand the essence of things first, recognize his real strength and the reality of external businesses, and draw the true direction based on these cognition, so that he can gain a firm foothold.

I hope you can refer to this set of rules and make your financial manager's road more and more steady.

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