recession

CFOs as CEOs

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After Business Times Online posted an article on the rise of CFOs into CEO positions, one of my Linked In colleagues, a recruiter who works with private equity clients, asked for my thoughts on the topic. 

In preparation for my keynote at the Prophix User Conference back in April I did extensive research on this topic. While the article points to the recession as the driver, my belief is that it is a trend not likely to abate once we hit the other side of the recession. So, here are my thoughts …

–Strategic Leaders vs. Bean Counters

I believe the opportunity arose about the time that CFOs began making the transition from bean counter to strategic leader with a seat at the executive table. The hottest CFO prospects today are those with the ability to predict financial trends and who bring an operational background (particularly when they also hold a CPA and and an MBA). From a career perspective, two of the smartest things a CFO can do today are gain operational experience and claim a seat at the executive table.

–Proven Operational Contributions

There is a difference between experience and contributions … and this is particularly true of a CFO with his sights set on a CEO position. In fact, as companies continue to tighten their belts, you may even see a decrease in the role of the Chief Operating Officer, since the accomplished operational CFO can handle both roles.

For example, the COO of oil and natural gas exploration and production company Anadarko Petroleum Corp. is being replaced by the CFO with much broader responsibilities that include overseeing the company’s exploration, development, production, and mid-stream and marketing operations.

Execunet points to the fact that 2 of the 8 most in demand job functions are operations management and finance.


–Networking

While many CFOs are not the best networkers, for whatever reasons, those who are reap great benefits. And the value of internal networking cannot be downplayed. Conventional wisdom says that it is easier to move up internally, than externally, in large part because you are “known and have momentum and sponsorship.” If you’ve grabbed your seat at the table, you have the power to ensure you are known and have the momentum to, perhaps, win that coveted leadership position.

What Difference Does 3% Make?

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According to Peter Weddle, keynote speaker at the CMA annual conference last month, quite a bit. Robyn Greenspan, Editor-in-Chief at ExecuNet, offers this quote from Weddle in its most recent newsletter … 

While 2001 sparked a jobless recovery, the current recession is actually eliminating jobs. Where there were once 1.7 job seekers for every open position, now four candidates compete for the same role.

The advantage for job seekers lies in the 3% separating them from everyone else. Weddle asserts that we are all just 3% different from each other, and those who identify, strengthen and express that small portion can become the A-players who are in demand in any economy. "Find the 3% that makes you special, your best self.”

It may not be easy to find that 3% difference, but it is well worth the effort to do so. Unless and until you identify and clearly convey your branded marketable value proposition (MVP), you are playing in the very crowded field of commodity.

2008 Executive Job Market Intelligence Report

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Execunet has released the findings from its 2008 Job Market Intelligence Report, with some very interesting results. According to the report,

––“Increasing demand in the High Tech, Healthcare, Energy, and Business Services sectors, combined with a shortage of qualified talent and sustained economic growth overseas, is driving better than expected job growth at the executive level.”

––“Thanks in part to an aging workforce and global economic growth, the demand for executive talent continues to increase while the threat of a recession looms.”

––“more than 70% of search firm and corporate human resource professionals believe there is a shortage of executive talent, and two-thirds (67%) say the war for executive talent has intensified over the last year amid increasing economic uncertainty.”

––“Nearly all (86%) corporate human resource executives and 61% of search firms report that they do not routinely post positions with a total compensation of $200,000 and above on public websites.”

––“Recruiters don’t deny that age can be an issue, but 71% of search consultants say their clients are less focused on age than they were in prior years; and 57% of corporate HR executives say that when over 50, the candidate’s age is not a negative factor in hiring decisions.”

And very telling is the quote from Execunet’s CEO and Founder, Dave Opton …

“Unfortunately, many of the opportunities created this year will remain out of reach to those who fail to read beyond the headlines,” ….  “However, given the current pace of change, the consequences of ignoring opportunities to enhance your network and failing to closely monitor the marketplace are clearly rising.”

Is your Finance Career Recession-proof?

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Interesting article in CFO.com today, “Is Your Finance Job Recession–proof?” I’m excerpting the CFO section below, but other finance jobs are covered in the article.

I wonder if a better question would be, “is your finance CAREER recession-proof?”

There is little control over job security, which is always driven by external factors. Conversely, making your career recession-proof … doing the things you need to do on a consistent basis to ensure you do not find yourself on the street for 22.6 weeks (average length of an executive job search) searching for that next job … is all within the control of a passive candidate.

Thoughts?

Here’s the excerpt …

<<And what about CFOs themselves? Eldridge says that it’s common for companies to change CFOs during changes in their business cycle — when they go public, for example. Thus, he says, job changes are also common when the larger business cycle turns. For example, a CFO of a smaller growth company may decide to leave if recession forces the company to adopt a defensive economic approach.

But ultimately, CFOs occupy such a volatile position that an economic recession may simply be a moot point. "If the plan is not being met, the CEO is not going to take himself out — the CFO will go first," says Eldridge. And CFOs can’t really win: When CEOs do end up leaving, their successors tend to bring their own CFOs with them. The CFO slot, says Eldridge, "is just a battlezone. You’re going to score a touchdown or get sacked."

That may sound grim, but Eldridge is bullish on finance positions in a recession. One might think, of course, that turnover would benefit an executive recruiter one way or the other. But that’s not so, says Eldridge. Five years ago, he says, financial services hiring "came to a screeching halt. We have not seen that in finance."

He recommends that finance professionals continue to seek ways to balance their skill-set. "Don’t get pigeon-holed. You want to be the value-add person." He says finance professionals can do that by working with senior management on special projects, volunteering for assignments overseas or within operating units and taking other steps that demonstrate that they are more than just a number-cruncher. "You don’t want to be easily disposable," he says.

In the long run, says Eldridge, finance talent is like healthcare: everyone needs it. "I would have to lean towards finance perhaps being recession-proof," he says. "But that doesn’t mean everybody stays in their job.">>