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In order to properly perform their advisory role, financiers must invest in the relationship with the internal client.

As financial, you are in practice either an operator and an operating participant or primarily an advisor, and if all goes well, you will be an operating participant only to a limited extent. Experience shows that despite the flamboyant ambitions of being a management consultant or… Smooth operation To be in operational processes, the reality is more difficult.

The result is a silent and seemingly permanent frustration. After all, we do our best, but we feel misunderstood and only indirectly involved. As a result, the added value that we can offer remains untapped. It is worth looking for root cause

poor financial connection
You don’t have to search long for it. The answer can be found in the somewhat “poor” communication that many Malians maintain with their job environment. In order to understand your role, position and the added value you provide, you must first understand the other person yourself. The sender can deliver a message only if the receiver is willing to “set”. If that doesn’t work, it will make noise. Therefore, a healthy connection with your functional environment is the key to your success and achieving your ambition.

Let’s be realistic; The Financial Average is a nice fellow, but he doesn’t always excel in communication skills and switching behavioral styles. We are there for tasks that often have a legal basis and have organized them into operations. The average financial professional loves facts, numbers, and structure; In short, guarantees and predictability are preferred. We don’t get along well with a flamboyant and sometimes reckless manager, a sloppy salesperson, or a vacillating HR department. We prefer content based communication.

However, if you’re primarily looking for content, it’s like dancing a tightrope; Inconvenient to say the least. This other line, the relational communication line next to it, is essential. Suppose you are a day trader in the market. As a financial one, you can go through the instructions for using your products and also practice viewing and making sure nothing goes wrong. Another does not prepare, knows only half of its products and only learns how it works during the first demo. He spends his time with passersby with a very latent demand for his products, and manages to calm them down and sell his products. In short, with a fluid response environment (and seamless chat) – the relational line – you can make a real connection. Let’s illustrate with some practical examples from the financial field.

Not a chain but a silo
Are you searching with devoid of If you wear glasses, you will find in many organizations that work is done in “silos” rather than in “chain” with coordinated links. The Creditors Department has great difficulty in processing purchase invoices in a timely and correctly, and feels responsible for this, but falters. The invoices are not correctly encoded by the supplier and the result is an invalid or unnecessary pending account search and entry. In addition, the buyer is in no hurry to agree and late payment is almost inevitable. This results in suppliers being dissatisfied with all possible consequences.

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However, the creditor management is part of Buy to PayA process that extends from agreements with suppliers, through placing and recording orders and processing commitments to final payment. To deliver products or services. The responsibility for the process and the ownership of the process does not lie with the financer, but rather with the purchasing manager.

If the links in the process chain are unconnected, you don’t take responsibility for their role in the process or you don’t feel responsible, you are fighting windmills like Don Quixote. You cannot solve this from the Creditor Management silo. The permissive buyer and the careless buyer must participate in the “game”. Communication and therefore communication across departmental boundaries is a must.

Responding to the needs of internal customers
Similar misunderstandings can be found in the log reporting process as part of the planning and control cycle. As financial firms, we find it important to close for each period. After all, we need to know our position so that we can make adjustments in time if necessary. We are doing our best to be able to analyze the numbers already eight days after the end of the year so that we can distribute our reports with the analysis by the middle of next month at the latest. It remains to be seen if we deliver what the results manager wants to know. fact; If he or she wants to know. The latter is certainly not in the middle of the next month if it is important to adapt quickly.

Good communication with this manager presupposes communication with his need for information and thus “pull” from the internal customer. However, the exercises from the financial job consist of a strong “push”. The internal customer receives an amount of data that hardly contains any information that is useful to him or her. Explanatory is the answer that nearly all participants in my Quick Closing cycle give to the question “What happens if I delete pages 7, 11, and 13 in the next report?” The response is that no one informs. If the real connection is missing, the customer won’t actually get what they need. At the same time, we ask him or her to contribute to the timely collection of the required data. fact; We even design a process for it. But let’s face it, are you wholeheartedly contributing to something that isn’t an added value to you?

Curiosity is a core competency
Certainly, as a business monitor, you are an advisor to management, so you must not only know to seek advice, but you must also know what preoccupies or ought to preoccupy it so that you can also give ‘unsolicited’ advice and when necessary motivate or influence. The following applies here: “You are understood only when you understand the other.” Communication and empathy are especially important in the advisory role, and this is where the “curiosity” described earlier comes into play; Core competency of a business controller. What are the motives of the internal customer and what is his need?

These are usually externally driven success factors, such as the labor market, trends in raw material prices, or consumer and competitor behaviour. that ask the outside and future-oriented thinking. By asking the right questions, we should try to figure out how the company operates. What do we do instead? We harass this manager with statements from the past and hold him or her accountable. At least that’s how the manager feels. Dutch usually means that we are basically complaining about what went wrong. What was good is a foregone conclusion. However, persistent negative feedback is particularly detrimental to communication.

Investing in a relationship
Communication is an important success factor; It is probably true for many financial matters, regardless of their role. Communication is not possible without sustainable communication. Not only on the content, but especially on the relationship. It’s only really effective and efficient if the “string” works together. So invest time in forming and maintaining relationships.

Many readers will be familiar with The Seven Habits of Personal Leadership by Stephen Covey. Three wins over yourself, three wins over your environment, and finally how to keep the saw sharp. Have you ever read; Remove it from the rack again. Haven’t you read yet? Improved!

Jan de Crone He is an organizational consultant and manager Iprofen group, a company that specializes in developing and improving financial careers and financial professionals through a cutting-edge blend of advice, guidance, education, training and practical support. In the NBA OPopleidingen is, among other things, a teacher Auditing course for accountants

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