Category: Business

The Ethicist Randy Cohen Talks About Your Boss


You worked real hard day in and day out.  You applied yourself to the very best of your abilities.  Finally, you have reached the senior/executive management position.  Now, you are the CFO, the Controller, the Director, "the right hand," "the most important person in the company without the title" – it doesn't matter what they call you: you've achieved it.  And it's irrelevant that the business is small – in this small pond you are a big fish.Does this mean that now you can tell your boss, the owner of the company, to stop watching porn on your computer after work and leave it on overnight?  Even my favorite columnist Randy Cohen, cannot give you a clear answer in his response to one of our peers' query in June 27th New York Times Magazine - The Ethicist: Porn in the Office.He is trying, though: yes, it is not right that the boss doesn't close the browser, that he leaves it for the next user to see, but he doesn't really do anything illegal either, etc, etc, blah, blah, blah… 

The point is that our dear entrepreneurs do not separate themselves from their businesses.  They treat their place of work as their second home: watching porn, meeting with their friends, letting their kids and pets run around.  This could be a $200 million business you helped to build, but THEY REALLY DON'T CARE WHAT ANYBODY THINKS.  It wouldn't even come to their minds to consider the possibility that somebody may be offended, or simply surprised, by the images on the computer screen.  And it is not about porn.  It's one thing today and another tomorrow – the principal (pun is always intended) attitude is always the  same.

And the unfortunate truth is that no matter how important you are to the company, you cannot criticize them, because they will never forget it.  They will hold the grudge forever, because subconsciously they feel that they are untouchable royalty in their little kingdoms and NOBODY dares to point out their shortcomings.  And if you are experienced and shrewd enough, you will not say a boo (neither would I).

So, here you are, frustrated out of your mind by the unbalance between your professional achievements and organizational position on one side and inability to exercise your personal freedom on the other.  All I can advise you to do at this point is to pick your favorite from my list of coping devices listed in One CFO's Personal Tools for Frustration Relief. That's all you can do.

New Job Hunting Secrets for CFOs and Controllers


All CFOs, Controllers, VP Finance and Financial Directors, especially in small businesses, are involved in recruiting process.  Most of them don't have in-house recruiters and nowadays not too many businesses can afford $25,000-$30,000 headhunters fees.  So, with hiring on one side and testing the market (or in the current economy actively looking) for themselves on the other (plus payroll, benefits, etc. management), their involvement with HR is pretty significant.

However, because they don't work for businesses with thousands of employees and are not professional recruiters, small and mid-size financial execs are not necessarily up to date on the talent-searching technology.  While going through hiring process they are still printing resumes, looking through them manually … – you know the process.  And when the tables turn around and some of these execs are forced to search for new employment themselves, they expect their resumes to receive the same treatment even if they apply for a job in a larger company with its own in-house HR department or reply to a recruitment agency's (such as Robert Half, Michael Page, Source Associates, Forum Group, etc.) ad. 

How could they possibly know, especially if they have been off the market themselves for several years, that today large HR department and recruitment agencies work with automated Applicant Tracking Systems (ATS) – software that in its sophistication goes beyond database matching and usually employs cutting edge data-warehousing technologies?

 I know plenty of financial execs who are so proud (rightfully so) of their accomplishments they don't even bother adapting their resumes to the nuances of advertised job requirements and keep sending them out "as is" regardless of the recipients specifications.

Please, do yourself a favor and read this recent article from TheLadders  The 24-Step Modern Resume.  Not only it is incredibly valuable on its own (an eye-opener for uninitiated, really), but in the text you will find links leading to further details and related subjects. 

I also highly recommend The HR Capitalist blog.  It will provide members of financial executive talent brigade with an opportunity to learn what the other side – the hiring professionals – think.  I found particularly fascinating the insights into Social Recruiting and the important place it occupies in today's hiring in Why Social Recruiting Isn't About Having a Corporate Twitter Account. 

 

CFO Folklore: Why Do I Work So Hard?


People are frequently surprised by my dedication to the job.  And I have to admit, my level of commitment, loyalty and work ethics is quite high.  Some even think that I have a stake in the company or am related to one of the owners.  But no, even though a CFO, I am just an employee.  Moreover, I have advanced my career by moving from one company to another about every 5 years.  Hence, any particular company is just another line on my resume.  My compensation is not tied to any volume factor and bonuses are discretionary.  So, why do I work so hard?

I am definitely NOT doing it for the BOSS.  Those who read my posts know that I have deepest respect for entrepreneurial bravery and ingenuity of business owners (even when I address their negative traits as a source of frustration).  And I cannot really complain; most of my bosses have shown a lot of appreciation for my efforts.  But, unfortunately, they are capable to see only the superficial aspects – long hours, multi-tasking, etc.  The quality of the impact I make on their company completely escapes them.  Plus, unlike others, I don't run to report every single achievement.

So, no I am not doing it for the bosses or their recognition.  One can say that the reasons fueling my drive for excellence are selfish.  I do it for myself.  I simply cannot do it differently.  It doesn't matter whether anybody else acknowledges it, if what I do is not up to my own standards, I get extremely disconcerted. 

I have learned this about myself a long time ago – dissatisfaction with my own performance is the biggest source of frustration and anxiety.  So, the choice is simple: either apply your absolute best or suffer the psychological consequences.  That is why I work so hard.  It makes me feel at peace and, yes, proud.   

Few years ago I was flying with my boss to Amsterdam for meetings with our bankers.  I was outlining the important issues I wanted to address and touched on the impressive growth rates we have achieved.  I guess my excitement affected him and he felt compelled to tell me how much he appreciated my hard work.  This is what I  told him, "When I came, the company was doing $40M a year.  It did $80M a year after, $120M a year after that, $160M last year, and I guarantee $200M this year.  Knowing that I was instrumental to that growth is what drives me." 

You say, vanity?  And may be you are right.



 



First Impression Is the Most Lasting Indeed


They say that the first impression is the most lasting one.  And it is true even for those people who try very  hard to be fair and give people a chance to show their true qualities. 

I myself is one of those people who make themselves look past the appearance of a job applicant.  Few years ago I have interviewed a woman who was grossly obese and needed a cane to assist her in moving her body.  I knew right away that aside from possible health issues, there could be multitude of other problems: we would need to order her a special X-large chair, my CEO may not like someone like that to be prominently installed in the Operations Department, visiting business relations may be destructed by the sight, etc. etc. 

Nevertheless, I gave her a full interview, which she passed with flying colors, and ended up hiring her.  It never even occurred to me not to offer her the salary attached to the position.  She got paid the same wages anyone in her place would.

Turns out, I am a rare exception.  Please, read this post from Vault's Career Blog Does your weight determine your salary?  The statistical data reported in the article are appalling.

Weight issue aside, my opinion is that when it comes to hiring process the entire "first impression" concept is very unprofessional.  Time after time, hiring execs, recruiters and variety of HR professionals yield to their contrived, closed-minded, self-centered views of other people instead of thinking of what's best for their companies.

Two weeks ago my good friend MJZ, also a career CFO, went for a job interview to a company that provides services to children with learning disabilities and autism under the contracts with various government health agencies.  Since such programs usually become first victims of states and counties budget cuts, the company desperately needs someone who can strategize their way into more diversified revenue models.   MJZ has a vast experience of building such strategies and facilitating companies' growth. 

She has previously had a phone interview and communications with the CEO's personal assistant.  So when in-person interview invitation was received, she assumed it would be with the CEO herself.  However, she was interviewed by a middle-rank HR Manager.  

When she told me that she did not even make it to the next round – the actual interview with the CEO (the HR Manager sent her an email), I've asked for the entire meeting description.  Now, knowing all details, I am confident that the HR Manager's rejection had nothing to do with MJZ's professional qualifications.  It had to do with the fact that she was dressed for an interview with the CEO and instead was assessed by a sweater-and-tights-clad middle-manager. 

The sad result is that the company had missed an opportunity to hire somebody who could have brought them to the next level of development.  Their loss, of course, but nevertheless a disappointing experience for my friend.

The Frustrated CFO Is Getting Anxious


I am really anxious to move away from abstract discussions on the nature of stress we experience every day and start showcasing stressful incidents and frustrating professional issues near and dear to every CFO, Controller, etc.  However, before I do that I feel we need to address one more theoretical subject – correlation of Frustration and Anxiety.

As I already mentioned several times, frustration is a normal reaction (whether extra- on introverted) to situations in which we face obstacles to our achieving goals or actions that contradict our standards, etc.  Every person experiences it from the moment he or she is born.  In this blog, with examples from daily war of survival, I argue that my peers, CFOs, Controllers, and other financial execs in entrepreneurial environment, operate in a state of chronic frustration.

Anxiety, on the other hand, no matter how many scientific definitions are out there, boils down to sense and fear of danger, whether real or non-existent.  The symptoms and sensations are the same if you are genetically predisposed ("wired") for anxiety or forced into it through the lifetime of conditioning.

Because it is far more fascinating to try to explain why some people feel anxiety and panic attacks for no tangible reasons at all, cognitive science is primarily preoccupied with the types of anxiety that are caused by chemical imbalance, hereditary factors, etc.  If you are interested to learn more about the latest research advancement in this area, I particularly recommend an almost a year old, but still very accurate and exhaustive, New York Times Magazine article Understanding the Anxious Mind. 

And, of course, most of us belong to the army of Americans (tens of millions of people, actually) who are worried about the economy, their job security, the money they lost in various market shakeups, the environment, the future of their children, etc. etc. Economic and environmental issues are big reasons why so many people seem to be on the verge of a breakdown.

That said, in the context of this blog I am primarily interested in the undeniable fact that chronic frustration with your job leads to stress and acute anxiety.  Just like Pavlov's dogs we are conditioned by frustration to fear those situations that cause the unpleasant experience.

We try to accomplish a particular task, meet our regular obstacles (bosses interventions, subordinates incompetence, time constraints), fail to achieve our goal, get frustrated – and (surprise-surprise), now we feel anxious every time we start that task, because subconsciously we anticipate frustration and fear the pain.  The anxieties accumulate into stress, and now we feel trapped.  If the situation is not managed, we can spin out of control.

And that is why it is so important to find methods of releasing frustration out of your system (please see my post One CFO's Personal Tools for Frustration Relief) and, just equally important, find resolutions for your professional problems by elevating your managerial, organizational, behavioral and technical skills – issues I hope to discuss in the future based on the incidents from your professional life.