What leadership practice most improves finance leaders' effectiveness?

Tom Steer

Chief Financial Officer · Sokin

Leading by example

Tom Steer says leading by example is 100% his approach, because when growing a team from scratch it lets him build culture and leadership style from the ground up.

The answer starts at 15:05.

Erica Dorfman

Chief Financial Officer · Brex

Learning mindset

Erica Dorfman says coming in with a "learning mindset" has served her well, wanting to become an expert in each new domain as quickly as possible rather than taking years to learn a thing or two.

The answer starts at 33:01.

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Todd McElhatton

Chief Operating and Financial Officer · Zuora

Two-way door decisions

Todd McElhatton says he tells his teams to treat most decisions as two-way doors and run through them, since about 90% are reversible and it speeds things up, while one-way doors need more thought and the right leaders.

Brittany Cerwin

Chief Financial Officer · The Middleby Corporation

Networking

Brittany Cerwin says networking played a part in her career, letting her get to know finance leaders and presidents and call former public accounting contacts to bounce ideas or find implementation support.

The answer starts at 35:13.

Shiv Verma

Chief Financial Officer · Robinhood

Saying no

Shiv Verma says the mindset he uses is knowing when to say no, recalling a mentor's lesson that the best trade is often the trade you don't make.

Jessica Somers

Chief Financial Officer · Aledade, Inc.

Curiosity and listening

Jessica Somers says that when she moved into an operating role and had a lot to learn, it was about being really curious—admitting what she didn't know and asking questions—and, most importantly, listening, including to what wasn't said.

Jamie Schroeder

Chief Financial Officer · Premium Guard Inc. (Pgi)

Flexible, risk-embracing

Jamie Schroeder says a flexible, risk-embracing mindset was transformational for how he leads, because the best finance leaders know the business well enough to be flexible and take advantage of disruption while keeping guardrails.

Barbara Larson

Chief Financial Officer · Workiva

Good enough mindset

Barbara Larson says getting comfortable with 'good enough' to move became her standard sooner than she expected, because things don't happen in order and you start making calls before you feel ready.

Matthew Ostrower

Chief Financial Officer · Link Logistics

Decisiveness

Matthew Ostrower answers decisiveness: being willing to make hard people and strategy decisions objectively and dispassionately, saying the difference between good and excellent is making many hard decisions decisively.

Samantha Greenberg

Chief Financial Officer · AlphaSense

Drive operational maturity

Samantha Greenberg says the most important thing a leader can do in their first 30 days is assess what needs to happen to drive operational maturity and then get after it.