The CFO'S Perspective

The purpose of human life is to serve, and to show compassion and the will to help others.” - Nobel Peace Prize winner Albert Schweitzer

Entrepreneurs and CEOs quickly learn how lonely it can be at the top. In many cases, you may be the sole employee when your venture is first created. When it grows, and you have a more complex organization with a sizeable staff, accountability for success still rests mainly on your shoulders. 

As your company’s leader, employees look to you for guidance and vision. Investors expect you to successfully manage the company and provide them with an excellent return on their investment. When dealing with a difficult situation or approaching uncharted territory, the CEO has no peers in the organization. 

It is for these reasons that CEOs form a board of advisors to give them guidance or expertise. An increasing number of organizations are forming advisory boards. But how can you best define the role of your board and its members?

Take a second to think about your company’s key personnel - your CEO, CFO, CIO, Controller, etc. Consider everything they bring to the table and the responsibilities they hold as well as the knowledge they’ve accumulated about your business and industry. Now, imagine that they suddenly disappear.

With Thanksgiving approaching, conversations and thoughts invariably turn to gratitude and thankfulness.  We try to show our gratitude to the people in our personal lives and our own circumstances.  However, do you do the same in your business life?

Readers may wonder why a space dedicated to CFOs and finance issues is taking the time to discuss a decidedly “soft skill.”  Why should people in business be mindful of expressing genuine gratitude?

Employee motivation comes from several sources – compensation, promotion, and benefits are the most popular.  However, do not overlook the power of showing gratitude.

Trust is like the air we breathe — when it’s present, nobody really notices. When it’s absent, everyone notices.”  — Warren Buffett

Integrity in business is an essential ingredient for sustainable, long-term, business growth and success. It can be hard to define and difficult to measure, but you know it when you see it, and it’s clear when it’s not there.

Today Eric Moore shares his thoughts about the book: “Can't Hurt Me: Master Your Mind and Defy the Odds” by David Goggins

About David Goggins:

“For David Goggins, childhood was a nightmare - poverty, prejudice, and physical abuse colored his days and haunted his nights. But through self-discipline, mental toughness, and hard work, Goggins transformed himself from a depressed, overweight young man with no future into a U.S. Armed Forces icon and one of the world's top endurance athletes. The only man in history to complete elite training as a Navy SEAL, Army Ranger, and Air Force Tactical Air Controller, he went on to set records in numerous endurance events, inspiring Outside magazine to name him The Fittest (Real) Man in America.”

Is there anyone flying this plane?

In too many cases, a nonprofit board’s approach to leadership turnover is hectic, not well thought out or planned, reactive instead of proactive. Most often, the board  is group of passionate, well-meaning volunteers who are now faced with the single most important role they will have: selecting a new leader. How the board navigates the transition will directly impact the future and potential viability of the organization.

Businesses around the Northwest say their number one challenge is finding and retaining employees. For a business with an existing team, it is vital for them to retain their employees and increase engagement.

Not only are the costs of finding, hiring, and training new employees (if you can find them) high, a team of passionate employees often leads job seekers to your company. Investing in the happiness of your existing team will generate a big return on your investment.

Why Audits Matter

For many middle market, closely-held businesses, the annual independent financial statement audit is an important part of the financial reporting process.

Lenders, investors and the company’s board of directors rely on audited financials to validate the interim financial data they are receiving as well as provide a sense of security as to the assets they have at risk.

As a result, many loan and shareholder agreements require annual audited financials.

In the best run businesses, the audited results should not differ from the unaudited internal financials.

That’s because the finance and accounting team is closing the monthly books on an accurate and timely basis. The team is also staying abreast of potential accounting issues that may need to be dealt with before year end.

In many businesses, incentive compensation plans may be tied to audited results.

This means that a well-managed company can ill afford to provide the management team with financial data subject to significant audit adjustments. Accordingly, it is in everyone’s best interests that the audit be conducted in an effective and efficient manner.