How can the FD be involved in Strategy or…Would you like the top job?Professor Paul PalmerCentre for Charity Effectiveness...
Why are Charity FDs not liketheir commercial counterparts?• of current FTSE 100 CEOs, (51%) are ...  a qualified accountan...
But What Evidence for Charities?•   ACEVO/Tribal CEO Pay Survey•   No other empirical evidence•   No Literature•   How Rig...
And how much is this reality inPrivate sector• Focus on FTSE – but very different from  SMEs• Equally how representative i...
How Different is a Charity FinanceDirector to Private Sector?•   ICAEW new framework•   Differences?•   - non profit distr...
Perception Issues• Trustees – bigger picture – strategic/leadership  skills• Mission and Value – CEO experience in field• ...
An Effective CEO –someessential skills•   Vision and strategic change maker•   “Getting the Best out of Others”•   Experie...
Strategies for an FD wanting to be aCEO/increase influence with trustees• Change your job title – Deputy CEO – Resources  ...
Conclusions• Have a desire – you got to want to do it• Be prepared for a bumpy role – are you happy to  be out of your com...
5B - How FD’s get to lead & be involved in strategic planning - Paul Palmer
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5B - How FD’s get to lead & be involved in strategic planning - Paul Palmer

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Workshop at CFG's Annual Conference 2012

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5B - How FD’s get to lead & be involved in strategic planning - Paul Palmer

  1. 1. How can the FD be involved in Strategy or…Would you like the top job?Professor Paul PalmerCentre for Charity Effectiveness Cass BusinessSchool Cass Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance
  2. 2. Why are Charity FDs not liketheir commercial counterparts?• of current FTSE 100 CEOs, (51%) are ... a qualified accountant who spent six years as Finance Director Cass Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance
  3. 3. But What Evidence for Charities?• ACEVO/Tribal CEO Pay Survey• No other empirical evidence• No Literature• How Rigorous? Cass Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance
  4. 4. And how much is this reality inPrivate sector• Focus on FTSE – but very different from SMEs• Equally how representative is top 100 charities or even 500 from rest of sector?• So Perception – rather than reality? Cass Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance
  5. 5. How Different is a Charity FinanceDirector to Private Sector?• ICAEW new framework• Differences?• - non profit distribution – focus on mission• Who owns a Charity? – role of trustees• But changing world of charity finance re – Bonds, PRC – for some! Cass Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance
  6. 6. Perception Issues• Trustees – bigger picture – strategic/leadership skills• Mission and Value – CEO experience in field• Walk the Talk – Affinity to the Cause• FD role and behaviour conforming to norm? – comfort blanket issues – even role on the board re agenda item8! Cass Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance
  7. 7. An Effective CEO –someessential skills• Vision and strategic change maker• “Getting the Best out of Others”• Experience in Field/Values• Effective Governance• Leader and Communicator• “Multi tasking”• Profound understanding of the Sector Cass Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance
  8. 8. Strategies for an FD wanting to be aCEO/increase influence with trustees• Change your job title – Deputy CEO – Resources Director?• Identify your charity expertise area – changes in charity finance may help – re social bonds leadership role• Do a wider management course• Take on special project roles – re field problem and multi-tasking issues• Be a trustee elsewhere – but not Hon Treasurer- don’t be pigeon holed! Cass Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance
  9. 9. Conclusions• Have a desire – you got to want to do it• Be prepared for a bumpy role – are you happy to be out of your comfort zone?• Your Personal development – how to think more Holistically! –• Embedding your learning – £500 is not enough! Cass Centre for Charity Effectiveness Intellectual leadership: developing talent, enhancing performance

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