6 Lessons Learned About Talent Management as CFO
CFO Drive
6 Lessons Learned About Talent Management as CFO
Navigating the complexities of talent management can significantly impact business success. This article demystifies the process by presenting key lessons from seasoned CFOs who have mastered the art of leading and developing finance teams. Readers will gain invaluable expert insights into cultivating a robust, purpose-driven leadership culture that aligns with strategic goals.
- Stay Involved and Build a Leadership Brand
- Invest in Growth Beyond Technical Skills
- Set Clear Expectations for High-Risk Environments
- Empower Through Stretch Opportunities and Autonomy
- Create Purpose-Driven Finance Leadership Culture
- Align Cultural Fit with Strategic Development
Stay Involved and Build a Leadership Brand
Talent management cannot be outsourced. As CFO, I've learned the importance of staying directly involved through regular one-on-ones with my direct reports and skip-level meetings with indirect reports. These consistent touchpoints give me real insight into what's actually happening across the team and create space to coach my emerging leaders. Because when people feel heard and supported, they perform at their best and stay longer in the organization.
As for attracting talent, I've been pleasantly surprised by the impact of building a visible leadership brand focused on developing finance and accounting professionals. I didn't expect it to become a talent magnet, but it has. When I post about an opening, it gets more reach because of my LinkedIn presence. And when candidates look me up, many say they're excited to apply because they get a sense of how I lead. That visibility has made it easier for me to attract high performers who want to grow.
Invest in Growth Beyond Technical Skills
One key lesson I've learned about talent management as a CFO is that people want to grow, not just perform. You can hire the most technically skilled finance professionals out there, but if they don't see a clear path for development, or if they feel siloed from the larger vision of the company, they'll either disengage or move on. In finance, the work is often fast-paced and detail-oriented, and it's easy to fall into the trap of focusing solely on deliverables and deadlines. But I've found that when you take the time to invest in your team's personal and professional growth, the return is tenfold. They become more engaged, more innovative, and more committed to the company's success.
One practice I've implemented that's had a lasting impact is building a culture of mentorship within the finance department. We don't just do this at the onboarding level; we make it an ongoing initiative. New hires are paired with more experienced team members, but the focus isn't just on technical training. We emphasize holistic development. These mentoring relationships include conversations about leadership, decision-making, communication, and navigating complex business challenges. It gives newer professionals a safe space to ask questions, explore ideas, and develop the soft skills that are often just as critical as technical expertise.
What this has created is a team environment where people genuinely support one another, where knowledge is shared freely, and where junior team members feel seen and valued. That has helped us not only retain top performers but also prepare them to take on greater responsibilities. Several of our current leaders came up through this system, and they're now paying it forward. When employees feel like they're being invested in and guided, not just managed, they invest right back into the organization. That's the kind of culture that builds a strong, resilient finance team capable of evolving with the business.
If you are including only one link, I would appreciate it if you could link to my company's website instead of my LinkedIn profile.
Set Clear Expectations for High-Risk Environments
I was the CFO of a growing VC-backed company with a high burn rate. People joined the company with visions of glamour, but then became spooked by the burn rate. A Controller said to me, "I'm leaving because I don't want being the Controller of a company that went bankrupt on my resume."
After that, I was very upfront with candidates. I would say, "Anything can happen here. We may become super successful. We may fail. It can be chaotic. I promise you, no matter what happens, you will learn a lot." Setting expectations correctly and helping candidates better understand up-front the risks they were taking helped us hire candidates who had the right mindset about the risk they were taking. As a result, turnover declined.
Empower Through Stretch Opportunities and Autonomy
One key lesson I've learned about talent management as a CFO is that the highest-performing finance professionals don't just want to do a job; they want to grow, solve meaningful problems, and contribute to something bigger. What really sets top talent apart is their drive to innovate and take ownership, even in a field that's traditionally viewed as routine or highly structured. I've found that creating a culture where autonomy is paired with clear accountability helps unlock that drive. When people are trusted to make decisions, take initiative, and bring new ideas forward, but also know they're responsible for the outcomes, they step into leadership in ways that go beyond their title.
To support and retain that kind of talent, one of the most effective practices I've implemented is providing project-based stretch opportunities outside of traditional finance roles. For example, I might ask a senior financial analyst to partner with operations on evaluating vendor contracts, or lead a task force to improve internal reporting tools. These are not just line items on a to-do list; they're chances to influence strategy, collaborate cross-functionally, and develop leadership capabilities in a real-world context.
This approach does more than build skills; it builds confidence and connection. Team members feel seen for their potential, not just their current position. They also gain exposure to different parts of the business, which strengthens their ability to think holistically and make decisions that align with company-wide goals. As a result, we've not only improved performance within the finance team but also developed a strong internal pipeline of talent ready to step into more senior roles.
If you want to attract and retain top finance professionals, don't just offer a job; offer a path. Create an environment that challenges, empowers, and recognizes growth, and you'll be amazed at how much more value your team will deliver, not just to the finance department, but to the business as a whole.
If you are including only one link, I would appreciate it if you could link to my company's website instead of my LinkedIn profile.
Create Purpose-Driven Finance Leadership Culture
One key lesson I've learned about talent management as a CFO is that culture and purpose drive performance more than compensation alone. While competitive pay is important, it's not what keeps top finance professionals engaged over the long haul. Talented individuals want to feel connected to the mission, empowered to make decisions, and trusted to contribute beyond routine reporting. In today's landscape, where adaptability, cross-functional thinking, and strategic input are essential, building a finance team that understands the broader business context and feels ownership over outcomes is far more valuable than simply hiring for credentials.
To attract and retain that caliber of talent, one practice I've implemented is creating a finance-forward leadership culture where team members are invited into strategic planning and decision-making processes early. We don't silo finance as a back-office function; we position it as a core partner to operations, development, and long-term growth initiatives. By doing so, we give team members visibility and influence across departments, which enhances both their professional development and their connection to the organization's success. We're intentional about mentorship, succession planning, and building a clear internal growth trajectory, so people can see what's next for them. When finance professionals see that their skills are valued, their voice matters, and there's a path for them to grow, they're much more likely to stay and perform at a high level. It's not just about attracting talent; it's about giving them a reason to invest back in the company.
If you are including only one link, I would appreciate it if you could link to my company's website instead of my LinkedIn profile.
Align Cultural Fit with Strategic Development
One key lesson I've learned about talent management as a CFO is that technical skill alone isn't enough; cultural alignment and adaptability are just as critical. In finance, we often look for precision and analytical strength, but I've found that the people who truly excel are those who not only know the numbers but also know how to collaborate, think strategically, and grow with the business.
To attract and retain top finance professionals, one practice I've implemented is building a clear, purpose-driven career development path. Finance can sometimes feel like a back-office function, but I make a point of showing team members how their work drives real business outcomes. We regularly highlight cross-functional wins where finance played a key role, and I encourage my team to get involved in strategic projects beyond the numbers. That visibility and ownership create a sense of meaning in their work, which is a powerful retention tool.
On the attraction side, I've found that being transparent about expectations, growth opportunities, and company culture during the hiring process goes a long way. Talented professionals want to know where they're heading, how they'll be supported, and that their voices will matter. When you create an environment where people feel challenged, valued, and heard, word gets around, and top performers want to be part of it.
Note: If you are including only one link, I would appreciate it if you could link to my company's website instead of my LinkedIn profile.
