Leverage Competencies: What Financial Executives Need to Lead (Financial Times Prentice Hall Books)

Title Page......Page 2
 Copyright 2002 Financial Executives Research Foundation, Inc.......Page 3
Advisory Committee......Page 4
CONTENTS......Page 8
Research Background......Page 10
Research Objectives......Page 11
Research Participants......Page 12
Summary......Page 13
Endnotes......Page 14
CHAPTER 2  Emotional Competencies: The Sine Qua Non of Leadership......Page 16
Emotional Intelligence......Page 17
Emotional Competencies......Page 18
Self-Awareness......Page 20
Motivation......Page 21
Empathy......Page 22
Social Skill......Page 23
The Emotionally Intelligent Organization......Page 25
Developing Emotional Competencies......Page 26
Endnotes......Page 29
Leverage Competencies and Financial Leadership......Page 32
Self-Regulation......Page 34
Empathy......Page 35
Social Skills......Page 36
Risk Management......Page 37
Corporate Culture and Leverage Competencies......Page 38
Making the Soft Stuff Hard......Page 40
Determining Key Leverage Competencies......Page 41
Leverage Competencies and Selection......Page 42
Linking Leverage Competencies to Organizational Goals......Page 43
Performance Review/Development Planning......Page 44
Human Resource/Succession Planning......Page 45
Structured Learning/Workshops......Page 46
Mentoring/Coaching......Page 47
Experiential Development......Page 48
Lack of Acceptance......Page 50
A Blueprint for Facilitating Leverage Competencies in Your Organization......Page 51
Air Products and Chemicals, Inc.......Page 53
Dana Corporation......Page 54
Solvay Polymers, Inc.......Page 55
Unilever-HPC......Page 56
Endnote......Page 57
Company Background......Page 58
Financial Leadership at Air Products: A Control Perspective......Page 59
C2K......Page 61
Controllership on Competency Development......Page 63
Financial Leadership at Air Products: A Business Perspective......Page 64
Business on Competency Development......Page 66
Leveraging Diversity......Page 67
Financial Leadership at Air Products: An HR Perspective......Page 69
HR on Competency Development......Page 72
Competencies and Performance Enhancement Reviews......Page 74
Summary......Page 75
Endnote......Page 80
Company Background......Page 82
The Finance Organization at B-MS......Page 83
Identifying Finance Leaders—The Saddlebrook Group......Page 85
Developing Finance Leaders—Experiential Learning......Page 86
Developing Finance Leaders—Online Position Profiles......Page 88
Building an Integrated Perspective— The Leadership Model......Page 93
The Center for Leadership Development......Page 94
Summary......Page 97
Endnotes......Page 98
The Leadership Challenges......Page 100
The Dana Style......Page 101
Experiential Development......Page 106
Internal Audit: Growing Leaders......Page 108
Succession Planning......Page 110
Leadership Qualities: Taking Inventory......Page 112
Dana University......Page 115
Endnotes......Page 118
Financial Leadership at Nortel Networks......Page 120
A Benchmark Initiative: Mapping Your Future (MYF)......Page 121
MYF: The Program......Page 123
Finance Development Program (FDP)......Page 129
Managing for Achievement (MFA) and Priorities......Page 130
Career Development Readiness Reviews......Page 131
MYF: Status......Page 132
Objective Alignment......Page 133
The Finance People Movement......Page 134
Conclusions......Page 136
Summary......Page 137
Endnotes......Page 138
Company Background......Page 140
Communicating and Reinforcing Values and Expectations......Page 142
An Overview of Leadership: The Importance of Culture......Page 144
Risk Management......Page 146
Stress Management......Page 147
Communication......Page 149
Cooperation......Page 150
Other Competencies......Page 151
Financial Leadership: Developing the Requisite Competencies......Page 152
Endnote......Page 154
Company Background......Page 156
People Development at Synovus: Overview......Page 157
Elizabeth R. (Lee Lee) James, Vice Chairman, Synovus Financial Corp.......Page 160
William Nigh, Senior Vice President, Synovus Financial Corp.......Page 161
Stephanie Alford, EVP, People, Synovus Financial Corp.......Page 162
Walter (Sonny) Deriso, Jr., Vice Chairman of the Board, Synovus Financial Corp.......Page 164
The Leadership Institute at Synovus (The Leadership Institute)......Page 166
Performance and Development Planning......Page 169
Year-End Performance Summary......Page 171
Conclusions......Page 173
Endnotes......Page 174
Company Background......Page 176
The HR Perspective......Page 177
The Business Partner’s Perspective......Page 178
The Finance Perspective......Page 179
The Global Unilever Competency Model......Page 183
Competencies at Unilever-HPC: Overview......Page 185
Competency-Based Selection......Page 186
Performance Development Planning (PDP)......Page 187
The PDP Process......Page 188
HRPP......Page 189
Competency Development......Page 190
Summary......Page 192
Endnotes......Page 194
Company Background......Page 196
Global Finance and Finance Associates......Page 197
The Financial Leadership Model......Page 199
The CSF for Finance: Securing a Place at the Business Decision-making Table......Page 201
Influencing Businesses to Make the Right Decisions......Page 202
Financial Services Expectations......Page 203
Leadership Effectiveness Training (LET)4......Page 205
Mentors and Sponsors......Page 208
Developing Financial Leadership: Final Thoughts and Practices......Page 209
The Role of Competencies: Making the Transition......Page 210
Summary......Page 211
Endnotes......Page 213
Instructions to Protocol User......Page 214
Protocol Questions......Page 215
APPENDIX B  Glossary......Page 222
APPENDIX C  Annotated Bibliography......Page 226
About the Authors......Page 230
ACKNOWLEDGEMENTS......Page 232
INDEX......Page 234