C-Suite Intelligence 6th August 2020

Winmark's C-Suite Intelligence service provides news, content and research to help leaders across all C-Suite functions overcome the significant challenges they are currently facing

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Ambiguous times are no time for ambiguous leadership
If remote working is going to work, leaders have to communicate more and be extra vigilant about removing as much ambiguity as they can from their exchanges with staff, particularly in email, in which the recipients don’t have the benefit of hearing the sender’s tone.

Leaders have to ensure that what is clear to them is also clear to others, in language that doesn’t leave people scratching their heads. The same is true for video meetings, conducted in small squares on your computer screen that can make it hard to read nuances of body language.

Leaders need to make sure that their communications are as free of ambiguity as possible, so that all employees who are working remotely can focus on the work itself, rather than worrying about what the boss is thinking.


Three traits to look for when hiring for remote work success


In the wake of Covid-19, executives and managers who were once opposed or resistant to the idea of remote work have been pleasantly surprised to discover the various benefits that it can have on a workforce, from increased employee productivity to better retention rates.

Since the way we work is changing rapidly, hiring managers are also acknowledging that remote work isn't for everyone -- some prefer to collaborate and brainstorm in-person, or find it challenging to work with new household distractions. 

This article looks at some questions business leaders should ask when hiring new employees for remote positions, including:

1. Self-motivation: can you motivate and manage yourself? 

2. Independence: do you work better solo or as a team player?

3. Adaptability: how do you make remote work, work for you?

The one task CFOs should not delegate: integrations


Today’s CFO is busy in ways that previous generations of finance leaders could not have anticipated, with more responsibility for corporate strategy, board engagement, digital initiatives, and the like. As the list of tasks grows, it is important for the CFO to identify and prioritise those business activities in which they can help to create the most value for the organisation.

CFOs already play a leading role in the execution of mergers and acquisitions. Their hats are getting bigger, however, with an expanding focus on the end-to-end management and integration of such deals. The reward for taking on this added responsibility? Improved operating models and investor confidence, new capabilities, and value capture that goes beyond traditional synergies and veers toward meaningful transformation.

In this article, we take a closer look at the varied roles the CFO can play in ensuring that companies capture the most value from critical deals.


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