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What it takes to move from strong performer to executive · The Diary of a CFO

• 0:02
  Welcome back to Daria the CFO. Today's episode
• 0:05
  is a recap of a recording I did of a webinar
• 0:10
  on December 19th. The title of the webinar was
• 0:14
  the number one mistake keeping you from executive
• 0:16
  roles and how to fix it was really about how
• 0:19
  to unlock your potential when it comes to reaching
• 0:23
  and thriving in executive roles. Take a listen.
• 0:26
  I spent about 15 years in accounting and FP &A.
• 0:30
  So even though it wasn't all smooth toward the
• 0:33
  end, it was quite fast getting to where I am
• 0:36
  now as a CFO of ACE. And so I've seen many talented
• 0:40
  professionals stay stuck in middle management
• 0:43
  because of how they approach your lead to executive
• 0:46
  leadership. And that's what I really want to
• 0:47
  focus. Today, I really want our conversation
• 0:51
  to be focused on and my purpose for you today
• 0:54
  is to get clarity. Once you have clarity, you
• 0:57
  can then have focus so you can do the right thing
• 1:01
  and actually get the right results. And yes,
• 1:04
  results also mean money and impact because clarity
• 1:07
  drives focus and focus drives action and action
• 1:10
  drives results. So as we are thinking about how
• 1:13
  do we make that leap? into executive leadership.
• 1:17
  It's good to have clarity about what executive
• 1:20
  leadership is in the first place. Business executive
• 1:24
  is a senior leader that drives overall strategy.
• 1:28
  So strategy, keyword number one and success of
• 1:31
  the organization. So not just the department
• 1:34
  because they are making decision that impact
• 1:37
  the entire organization. That was a first learning
• 1:42
  experience for me when I started because you
• 1:44
  start working and you often focused about how
• 1:47
  is this one thing going to impact me? It's going
• 1:50
  to make more work or oh, marketing is creating
• 1:53
  more havoc. So I used to hate sales and marketing
• 1:56
  team, but they're driving the business. It takes
• 1:58
  a bit of a change in mindset to start making
• 2:02
  your way. through executive leadership. And one
• 2:06
  thing to realize is that regardless of your company
• 2:09
  size, executives account for no more than 1 %
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  of all employees, which means if you want to
• 2:16
  be part of the 1%, you cannot think and act like
• 2:20
  the 99%. I know that could be some harsh truth
• 2:23
  here, but it's true. You can take As today, wherever
• 2:27
  you're working, if your company has 50 employees,
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  how many employees are in the SLT, the executive
• 2:33
  leadership team? How many employees? You'll likely
• 2:36
  find it's probably 1 % or less. When you start
• 2:40
  thinking that way, because again, it all starts
• 2:43
  with the way you think, you cannot be comfortable
• 2:46
  saying things that that's the way we've always
• 2:48
  done it or getting generic advice from anybody.
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  You see things here and you go for it. And you
• 2:56
  have to start thinking of your career as a business,
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  really. You're the CEO of Me Inc. I'm the CEO
• 3:02
  of my career. Who else is thinking the same way?
• 3:05
  Like we have to start thinking about us, about
• 3:09
  our career, like it's a business. Because a lot
• 3:14
  of time we're not willing maybe to invest a little
• 3:17
  more and we're only going to invest. or pay for
• 3:20
  what the company is covering. We cannot think
• 3:22
  that way. If you want to be part of 1%, I like
• 3:26
  to say that your career is almost like a venture
• 3:30
  or startup. You often have to put your money
• 3:32
  first before other investors show up. So there's
• 3:35
  a lot of things that you have to be willing to
• 3:37
  do differently. And the earlier you know about
• 3:40
  it, the easier it gets. Because as we go through
• 3:44
  our career, We usually think about four keys,
• 3:48
  right? What is going to open doors for us in
• 3:50
  our career? Key number one, education. Number
• 3:53
  two, technical skills. Number three, soft skills,
• 3:56
  or others would say human skills. Number four,
• 3:59
  experience. And we could even add a fifth key,
• 4:03
  which is hard work. So it's almost like you get
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  to a point in your career and you are faced with
• 4:08
  different doors. I'm sharing here a graphic with
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  four white doors and one yellow doors. And let's
• 4:12
  pretend that the four white doors are the doors
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  from like your first job, then your first manager
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  job, then some other before you get to the yellow
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  door, which is the executive door. Let's say
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  this first door here, you probably opened it
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  with the key of education. And then maybe the
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  other door, you are able to open because of your
• 4:34
  technical skills. Maybe it was because you were
• 4:36
  the best person in using Excel, the one who better
• 4:39
  understood the ERP system or any other things
• 4:43
  that really helped you be that technical go -to
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  person. And then as you grow, you get experience,
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  you get soft skills, you realize, oh, leadership,
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  this is all good. And then you get to that yellow
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  door, you get to that executive door and you
• 4:58
  try all your keys. And that's where I was stuck
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  a couple of years ago. I was a controller for
• 5:02
  about five years. At some point, our CFO left
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  and I was like, oh, I'm a controller. I'm a CPA.
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  They're definitely going to pick me to be the
• 5:11
  next CFO. No. So I was like, okay. I went back
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  to my education key, right? I went back and I
• 5:17
  went for my CMA. So maybe I had the experience,
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  but I didn't have the CMA, even though I was
• 5:24
  already a CPA. I'm going to do this and it's
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  going to help me open that door. Didn't work
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  out. I quickly saw that I could stay there more
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  years, nothing was going to happen. I shift,
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  I look online and they say, hey, FPNA is a new
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  thing. So I'm like, okay, I'm going to go into
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  FPNA. I went from being a controller managing.
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  a 15 people department to being an individual
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  contributor, taking a pay cut to be an FPNA.
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  I wanted to be an FPNA manager. That's what people
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  said. That's what I went for. And that's what
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  my LinkedIn post, I think last week was about
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  people thinking that FPNA is the only way to
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  do it. But anyway, I'm like, yeah, I'm going
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  to follow the generic advice. I go for it. And
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  there, there was still nothing, not much growth.
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  I learned valuable skills. I learned more about
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  being a business partner. And then COVID hit.
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  When COVID hit, I think it all reset how we're
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  thinking about our careers. Who else was in the
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  COVID? Yes, let me reset. Let me think through
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  some of the things that I'm doing. And I could
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  clearly see that I was missing something because
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  I tried education. I tried all the keys. I tried
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  hard work. I tried all the keys. By that time,
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  I was almost done with my MBA. So I was CPA,
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  CMA, MBA. No sign of executive leadership role
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  in sight. I had all these years. You want accounting?
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  I can do it. You got treasury? I could. What
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  else? You want Excel formulas? What do you want?
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  Managing people? Yes, I told you, I had managed
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  a bunch of people before, people that were actually
• 6:57
  sometimes twice my age. I had hired, I had fired,
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  I had planned layoffs, I had done a lot of things.
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  And you get to this door, this yellow door here,
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  and you're like, what is going on? What is it
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  that I am missing? And that's when I started
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  spending time researching online. branching out,
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  observing other people. Because there was this
• 7:22
  one lady at my workplace that I will never forget.
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  Her name was Avera. And it felt like almost every
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  year, I was there for almost four years, she
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  was getting promoted to something. Even sometimes
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  during the same year, she got like two promotions.
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  And I was like, okay, how does that work? Because
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  the only time somebody talked to me about a promotion
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  was because somebody left. It wasn't because...
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  Mmm, you're great. Let's create a job for you.
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  But that didn't happen quite often in my career.
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  It was because we did work done. Here's somebody
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  that can do it. Slide in. But I was wondering
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  what was the difference between those who seem
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  to just crack through every door and where I
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  was at the time. So I spent time on coaching.
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  I took a personal branding course. I took any
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  course, any coach you can think of. And that's
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  when I realized that we struggled a lot. And
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  I think that's the number one mistake we do when
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  we're trying to get into executive leadership.
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  It is that when you want to reach a higher level,
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  that door may look the same, but the locking
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  system has changed. Okay? When you think about
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  a VP role, VP of Finance and Accounting, when
• 8:35
  I applied for that role, and it was actually
• 8:37
  through a recruiter, He told me, he said, well,
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  they requested that the only candidate we present
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  only have CPAs. I had a CPA, but I'm competing
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  with other folks, right? They wanted people who
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  had at least 10 years of experience, great. I
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  was competing with people having 20 years of
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  experience applying for the same job. They wanted
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  people with those technical skills, those same
• 9:00
  soft skills, those same leadership skill. Why?
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  Would my case be different? How would I position
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  myself to be different? Because again, the door
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  looks the same, but the locking system has changed.
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  It almost feels like you're stuck and you're
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  not sure what you're missing. You may be spending
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  money like I did on different courses, different
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  things, trying to go to different events. And
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  it's very frustrating. And that is because the
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  locking system has changed and a lot of us don't
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  realize it. It's almost like you go to the door
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  and you think you need a key, but now you need
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  to crack a code. You actually need a pin code,
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  a three digit code to get you through a fingerprint.
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  It's almost as if because now again, you're thinking
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  about the 1%. And the 1 % are not like everybody
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  else. If every door was this way, there will
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  be more, but there can only be a few leading
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  organizations at this level. So once you get
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  to the executive level, whether it's going from
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  director to VP to SVP, there is a couple of things
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  that you will want to consider. And that's why
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  I framed it as PN, PIN, so that it's easy to
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  remember. Because so far you realize you have
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  management skills. You see probably your CFO
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  and you're like, I could do this too. So it's
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  because you have approached your career by unlocking
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  those with familiar keys, your degrees, your
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  experience, your hard work. And these keys fit
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  the locks and open doors up to a certain point.
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  Now you need to accelerate and you realize you
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  don't need those keys anymore. And yes, if you
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  realize sooner, you could have gotten faster,
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  but it's not too late. Okay, I'm going to share
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  with you what that PIN code is. The PIN code.
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  Presence, influence, and networking. You need
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  executive presence, which is how you show up.
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  You need influence, strategic influence, influence
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  to go from one idea all the way to the execution
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  and people who don't report to you will buy in
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  and be willing to do it because it came from
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  you. And you need networking. Ever since my first
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  VP role till now, I have not applied for a job
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  online. And that is because a lot of the roles
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  that are VP and up are only done through recruiters.
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  They are only done for recruiters. A lot of the
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  positions you may see on LinkedIn, they're just
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  like an HR process they have to do to say, yes,
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  we kind of check a box and we advertise the role.
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  So let's think about presence. For you to show
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  up as leadership material, there were a lot of
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  things you were doing. For you to show up as
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  executive leadership material, it is very different.
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  It's how you show up. It's how you project your
• 12:02
  confidence and your authority. You cannot be
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  executive material if when you walk into a boardroom,
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  you feel intimidated and you can't even utter
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  a word. You can't even say something because
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  you feel out of place. You get into an interview
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  talking to CEO and you like shaking. Well, that
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  person will be your boss. If you're shaking just
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  because they're here, you're probably not ready
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  because if you're not ready in your head, it
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  will translate. So when you think about your
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  presence, you want to think about, are you seen
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  as a doer or as a leader? That one was hurtful
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  for me when I did my own, if I can say 360 degree
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  review of how people saw me. And you can do your
• 12:46
  own audit too, because you can pretty much see
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  what kind of requests come through your email,
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  through your inbox. Do people ask you to do things
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  or to lead things? Because if you are a doer,
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  you will notice that on your performance review,
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  you get a lot of, oh, great work. Exceed expectation.
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  She was so good. He was so good. But then nobody
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  talks about promotion. You get all these great
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  comments. She's doing good. She's helping. This
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  person is a bomb. Go to them. She's a go -to
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  for this. He's a go -to for that. You have a
• 13:19
  great, glorious performance reviews, but there
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  is no promotion. There is no increase. That's
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  how you start noticing if you are seen more as
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  a doer than as a leader. It also comes to how
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  you communicate in meetings. Because if you have
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  imposter syndrome, like I said earlier, preventing
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  you from clearly articulating your thoughts,
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  you will not come out confident. So that's the
• 13:40
  area of presence. Then we get into influence.
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  Do you get buy -in easily from the people you
• 13:47
  needed the most? How often do you struggle to
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  get your point across? How often do you make
• 13:54
  a suggestion and it doesn't even reach somewhere?
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  You feel like you had a great idea, it went nowhere.
• 14:01
  That's your influence. That's how you want to
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  align like with power players. Who do you know
• 14:07
  in the company? Do you have a sponsor? Do you
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  have people who speak about you? when you're
• 14:14
  not in the room, who are advocating for you.
• 14:16
  What is your influence? How do you get things
• 14:19
  moving, even when people don't report to you?
• 14:22
  And then networking. That's a big one. Because
• 14:26
  it wasn't until, I think it was 2022, that that
• 14:30
  one hit me. I was working on cracking that code
• 14:32
  for you. Say, you're welcome. You are welcome.
• 14:36
  Because I'm giving it to you right now. Someone
• 14:39
  told me... You want to be a CFO, great. How many
• 14:43
  CFO mentors do you have? Do you know? Do you
• 14:46
  keep in touch with? Because your network impact
• 14:51
  where you go is what helps you extend your reach,
• 14:57
  not just the recruiters, right? Because again,
• 15:00
  you want to be recruited for executive roles.
• 15:02
  How many executive recruiters do you know? Do
• 15:05
  you regularly contact? For me, Very personal
• 15:09
  because back in 2022, 2021, I started a little
• 15:12
  bit posting on LinkedIn here and there. 2022,
• 15:15
  my audience grew bigger and I started making
• 15:17
  connections with people in the DMs because I
• 15:19
  realized it's not just what you see on the surface,
• 15:22
  it's what happened off -lifting or on the DMs,
• 15:24
  not just with things in your feed. That's what
• 15:26
  really makes a difference. And so I started connecting
• 15:30
  with people and I was invited to a AICPA conference.
• 15:35
  So I go there and there is like fortune 1000
• 15:38
  fortune 500 people. I'm like, whoa I get to meet
• 15:42
  like the one of the VP at Lowe's VP of Finance
• 15:47
  at Amazon I was impressed. I was like, whoa,
• 15:50
  this is so good. And one thing I realized is
• 15:55
  I didn't have enough people like this in my daily
• 15:57
  life To help me stretch my thinking I didn't
• 16:01
  have enough So now that you know the PIN drop
• 16:06
  in the chat, which letter do you think you need
• 16:08
  to work most on? Is it your presence? Is it your
• 16:12
  influence? Is it your networking? I will see
• 16:15
  how many I get and I can dive right now. Okay,
• 16:18
  so I'll start with presence. So when we think
• 16:21
  about presence, You probably have an executive
• 16:24
  you worked with and you realize when they enter
• 16:27
  the room, it almost felt like all eyes went to
• 16:30
  them. Or when there is a decision to be made
• 16:33
  and they say, what do you think? It's almost
• 16:36
  like the room goes quiet and all the eyes go
• 16:38
  to them. Even in virtual, there is a pause because
• 16:41
  people are waiting for that person to speak.
• 16:44
  The reason they're waiting is not just necessarily
• 16:46
  because of the title. It's because when an executive
• 16:50
  speaks, they... elevate the conversation. The
• 16:53
  next time you're in a meeting, think about how
• 16:55
  you are elevating the conversation. For example,
• 16:59
  for me, I told you, I was accounting manager.
• 17:01
  Every time I step into a meeting, I was like,
• 17:03
  no, no, no, this is not a good idea. Oh, he's
• 17:05
  going to mess up the system. I wasn't thinking
• 17:08
  about the company as a whole. I wasn't seeing
• 17:11
  the bigger picture. I was so focused on my department.
• 17:16
  I was so working in silos. that I couldn't see
• 17:20
  what really mattered. So I wasn't invited in
• 17:24
  too many rooms. I didn't realize that at the
• 17:26
  executive level, you need to think bigger than
• 17:28
  your title and your department. You need to think
• 17:31
  about the company. Where is the company going?
• 17:34
  And if you're not able to think that way, it
• 17:36
  means you probably need to spend more time with
• 17:39
  either your sales and marketing team. Ask them,
• 17:41
  what is a SWOT analysis of our company? What
• 17:45
  are our strengths? What are our weaknesses? What
• 17:46
  are the opportunities out there? What are we
• 17:49
  trying to do? Try to understand that to open
• 17:52
  up your mind and see the bigger picture, so you're
• 17:55
  able to come back and be in conversation where
• 17:58
  you elevate the conversation, before you dive
• 18:00
  into the weeds. What are we even here for? Now,
• 18:03
  back to I, for influence, okay? In a company,
• 18:07
  there is always what I like to call power players.
• 18:10
  It could be an admin. It's not even a title.
• 18:13
  It's the people that get you the meetings, the
• 18:15
  people that know who you should talk to, the
• 18:17
  people whose name comes every now and then. You
• 18:20
  need to align with them because if one of these
• 18:23
  people don't like you, your career at that company
• 18:25
  probably not going to go further. So you have
• 18:28
  to think in those terms too when it comes to
• 18:30
  your influence. How are people taking what you
• 18:34
  say into consideration? Moving on to N, networking.
• 18:40
  This is for thoughtful networking, not just networking
• 18:43
  for networking. I want to be a CFO. I need CFO
• 18:46
  friends. I need CFO mentor. And I will tell you
• 18:49
  that in 2022, I met my first CFO friend. Two
• 18:52
  years later, I'm a CFO. This stuff is real. Because
• 18:55
  when I was just talking to her, just when she
• 18:57
  was venting, she was dropping things like, oh,
• 18:59
  the board. I was like, board? Hmm, I have to
• 19:02
  worry about board management. The things she
• 19:04
  was talking about, how she was thinking about
• 19:07
  treasury money, she taught me so much. I asked
• 19:11
  the former CFO Caterpillar, I want a mentor.
• 19:14
  I just met you, I know, but will you mentor me?
• 19:16
  I started having CFO friends who taught me what
• 19:21
  it was like to be a CFO. For PIN, so presence,
• 19:25
  influence, and networking, you have to remember
• 19:28
  that it happens on three levels, all right? So
• 19:31
  it starts with yourself, your mindset. Then you
• 19:34
  move to what you need to do at work and then
• 19:37
  to what you need to do beyond work Okay, start
• 19:41
  with your mindset then what you're doing at work
• 19:43
  You cannot be in the day -to -day staying in
• 19:46
  the weed and not thinking strategically to try
• 19:49
  to elevate those conversation and be executive
• 19:51
  material because then You are able to realize
• 19:54
  okay when I look at my calendar What time am
• 19:57
  I dedicating to invest in me one hour 30 minutes
• 20:01
  or when I have time? There's only 52 weeks in
• 20:04
  a year. What is the spot on your calendar to
• 20:07
  meet a different person? Do you have a 30 -minute
• 20:09
  block somewhere to have a virtual coffee chat
• 20:11
  with somebody every week? There is only 52 weeks,
• 20:15
  guys. The year is ending soon, and years will
• 20:17
  go by, and that's why I want you guys to have
• 20:20
  that clarity so you can be more intentional about
• 20:23
  doing things at your level. at work, but also
• 20:27
  beyond work, how you show up. Your LinkedIn profile
• 20:30
  should scream executives. Mine was screaming
• 20:33
  executive, I was not even a VP yet, and that's
• 20:36
  how I was contacted to become a VP for the first
• 20:39
  time. Eventually, you want to fill out this chart.
• 20:43
  So the chart I'm sharing is a nine box grid.
• 20:46
  It has three columns and three rows. Across the
• 20:51
  columns, you have presence, influence, networking,
• 20:53
  and then the rows is what I should do at myself,
• 20:56
  the individual level, then at work, then beyond
• 20:59
  work. So a couple resources I want to share with
• 21:03
  you is one, the email guide. So I have an email
• 21:07
  guide called unlock your potential. And it's
• 21:10
  a 14 -day free email course. Every day for 14
• 21:13
  days, you'll be getting emails that are really
• 21:15
  breaking down the concept of PIN, the PIN code.
• 21:20
  So presence, influence, networking with much
• 21:23
  more details and some personal stories as well
• 21:26
  to help you go through that. In addition, I created
• 21:30
  an assessment called the strategic influence
• 21:33
  quiz that you can take to walk you through any
• 21:38
  misalignment you may have between how you think
• 21:40
  you are in terms of your personal brand and how
• 21:43
  people actually see you. It's an assessment.
• 21:46
  You can access all of that on my website, wassiacommand
• 21:49
  .com. And then last but not least, I have a cohort
• 21:53
  program coming up called the Office of the CFO
• 21:56
  Bootcamp. It's a three -week cohort program,
• 21:59
  very hands -on with weekly meetings that we're
• 22:03
  going to do live and have Q &A. Again, Tons of
• 22:07
  resources out there. Of course, you can always
• 22:08
  grab a spot on my calendar. It is quite packed,
• 22:11
  but I'm always trying to make sure I have room
• 22:14
  to answer all of your questions. Again, all this
• 22:17
  information you can find on my website at wassia
• 22:20
  .common .com. W -A -S -S -I -A -K -A -M -O -N
• 22:24
  .com. I see your question about... any future
• 22:28
  events to share with the community. My next event
• 22:31
  will be for the diary of the CFO podcast. I want
• 22:34
  to do a live Q &A, so it will be all Q &A. You'll
• 22:37
  be on camera so I get to see you and not just
• 22:39
  see the chat. And yes, so that one will definitely
• 22:43
  be in January. I'll post it on LinkedIn. Good
• 22:46
  question. Thank you. Any other questions? I see
• 22:50
  many. Thank you. Thank you. Thank you. The pin
• 22:52
  is awesome. Yes, I'm telling you, if you just
• 22:55
  work on these three letters consistently next
• 22:58
  year, there is no way your career will be at
• 23:01
  the same space. There is no way you'll be at
• 23:04
  the same spot in the career. Next question was,
• 23:07
  how does AI help you go in your journey? I don't
• 23:10
  think AI helped me much. I think I had already
• 23:13
  figured out a lot of those things before AI came.
• 23:17
  AI comes to help with productivity. For example,
• 23:20
  if I need to polish an email before I send out.
• 23:24
  Now, the very thought of knowing I need to polish
• 23:27
  or write a certain way comes from that experience
• 23:30
  of hanging out with other people or seeing how
• 23:33
  other leaders are interacting. So to even start
• 23:37
  that prompt, you still need that experience and
• 23:40
  that big picture mindset to know what to ask
• 23:43
  AI. Otherwise, by itself, it's going to sound
• 23:47
  very generic. Thank you so much for joining today.
• 23:50
  It was such a joy to share this with you. Definitely
• 23:53
  get the guide. You will get more detailed information.
• 23:56
  You should actually try to do it with somebody
• 23:58
  else. So if you download, ask somebody else to
• 24:00
  download on the same day. So every day you can
• 24:02
  have an accountability partner with you through
• 24:05
  this journey. That's it for today's episode of
• 24:09
  The Diary of the CFO. I hope you enjoyed it.
• 24:12
  If you have any topic you would like me to cover
• 24:15
  in the future, please send it to ask at thediaryofthecfo
• 24:19
  .com. Again, send an email to ask at thediaryofthecfo
• 24:23
  .com. If you connect me on LinkedIn, you can
• 24:25
  just send me a DM. The reason I need it is because
• 24:28
  I want to make sure I bring you the insight you
• 24:30
  need to be a better leader and be better at life.
• 24:33
  If you enjoyed this episode, don't forget to
• 24:36
  leave a review, subscribe, and share it. And
• 24:38
  I will see you next in another episode of the
• 24:41
  Diary of the CFO. Cheers.