438: The Skills Development Path | Four CFOs Discuss Techniques for Acquiring Skills

Listen to the Episode Below (00:21:03)

Exposing the Skill-Building Path

“Well, I think there are three things that I can point to when I consider my development as a finance leader. I started my career in public accounting, and what that gave me, I believe, is a good foundation, a solid technical base. This gave me a broad scope of experience with multiple businesses and industries. I also had the opportunity to work on numerous mergers and acquisitions when I was in public accounting, and that’s been somewhat of a theme throughout my career. To date, I’ve been involved with a number of mergers and acquisitions, so that was the foundation.”  Renée Hornbaker, CFO, Stream

“Pepsi was very structured. They would do a performance review and say, ‘You know, you need to work on your writing skills,’ and the next thing you know, you receive an email or a call saying, ‘There are two writing classes next month. Which one are you attending?’ So you develop the skills and the attributes that you need to broaden your overall experience.” Andy Mandell, CFO, CoolSys 

“Surround yourself with people who develop other people, because in every organization, there are invariably openings, and it’s a very disruptive if you have to go to the outside to hire people. So if you have managers working for you who have developed other people, you can quickly fill any of the openings that would pop up here and there throughout a year.” –Bruce Hartman, CFO (emeritus), Footlocker

“Pepsi was very structured. They would do a performance review and say, ‘You know, you need to work on your writing skills,’ and the next thing you know, you receive an email or a call saying, ‘There are two writing classes next month. Which one are you attending?’ So you develop the skills and the attributes that you need to broaden your overall experience.” –Andy Mandell, CFO, CoolSys
“Surround yourself with people who develop other people, because in every organization, there are invariably openings, and it’s a very disruptive if you have to go to the outside to hire people. So if you have managers working for you who have developed other people, you can quickly fill any of the openings that would pop up here and there throughout a year.” –Bruce Hartman, CFO (emeritus), Footlocker

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