LEIF J. AHNELL CPA,CGFO,CPFO City Manager City of Boca Raton, FL

1. LEIF J. AHNELL CPA,CGFO,CPFO City Manager City of Boca Raton, FL

2. LEADERSHIP in the Finance Department

3. In order to be successful, today’s Finance Director must possess a wide variety of Technical Competencies People Skills

4. Technical Competencies Accounting G/L Transactions Financial Statements Budgeting Forecasts

5. Technical Competencies (continued) Accounts Payable Payroll Processing Rules and Regulations

6. Technical Competencies (continued) Purchasing Process Laws Contracts

7. Technical Competencies (continued) Risk Management Health Insurance Workers Compensation Liability Legal

8. Technical Competencies (continued) Revenues Fees Billing Collections Processing

9. Technical Competencies (continued) Investments and Cash Management 1.      Transactions 2.      Asset Allocation 3.      Cash Flow Analysis and Forecasts 4.      Banking & Broker Relationships 5.      Passive Money Management 6.      Active Money Management  

10. Technical Competencies (continued) Financing 1.   Bond Issues – G.O., Revenue, Tax Increment Financing 2.   Short Term Financing 3.   Leases 4.   Rating Presentations 

11. Technical Competencies (continued) Retirement 1.      Defined Benefit 2.      Defined Contribution 3.      Administration 4.      Investments 5.      Policies 6.      Actuary Statements/Reports      

12. Technical Competencies (continued) -Asset Acquisition & Disposal   -Project and Process Analysis   -Operational Analysis   -Automated Systems & Software      

13. Technical Competencies (continued) Long Range Planning 1.      Operating 2.      Capital Policy Development Executive Management Team     

14. Technical Competencies (continued) Financial Analysis 1.      Operating 2.      Capital   

15. Technical Competencies (continued) Strategic Planning and Implementation 1.   Departmental 2. Organizational     

16. Technical Competencies (continued) Customer Service 1.      External 2.      Internal Personnel Issues 1.      Operational 2. Motivational    

17. What is Leadership?  Leadership is inspiring others to want to work to achieve a shared vision

18. The Importance of Vision      Vision is an image of the future we seek to create.       Provides direction to an organization      Enables people to understand their importance     True direction comes from a vision, not rules, regulations, policies and an organizational chart.  

19. The Importance of Vision      How do you get a Vision?      The leaders must be able to create a plan to achieve the vision      “Anyone can steer the ship, but it takes a leader to chart the course”      Do not confuse Vision with Mission. A Mission is a purpose or reason for being. How do you know if someone can manage or lead? Ask them to create a positive change.   

20. Management vs. Leadership  Ø  Managers focus on maintaining systems/processes Ø    Management relies on controls Ø    Leaders are innovators/creators who rely on people Ø    Leadership is about influencing people Ø   Leaders work with people and their emotions Ø   Leaders empower others to take responsibility to do things right

21. Misconceptions of Leadership Leading and managing are the same Power is the essence of leadership Anyone who is out in front of a crowd is the leader Leadership is based on Title/Position or command

22. Why is Leadership Important? What is an organization’s most important asset? Ø     People make things happen Ø     Organizations cannot increase their productivity-only their people can Ø     Organizations cannot grow or improve until their people grow within Ø     Leadership provides the emotional connection of people in an organization  

23. Leadership – Natural ability or can it be learned? Every person has the potential to lead Leaders don’t just happen naturally Combination of natural abilities (intelligence, desire, ambition, character) and a learning process   

24. Qualities of Leaders Character         Honesty & Integrity         Self-discipline         Teachability         Dependability         Perseverance         Conscientiousness         Strong work ethic

25. Qualities of Leaders Influence - Leadership is influence There are two characteristics ·       A good leader is going somewhere ·        A great leader is able to persuade others to go with him  

26. Qualities of Leaders Positive Attitude - People with positive attitudes are able to go places others can’t Excellent People Skills - A leader without people skills soon will have no followers  

27. Qualities of Leaders Eagerness - The person wants to be a leader Altruistic – Willing to place the needs of others above their own 

28. Qualities of Leaders Confidence - People are naturally attracted to people who have confidence ·    Confidence empowers ·    A good leader makes people believe in him ·   A great leader makes people believe in themselves

29. Qualities of Leaders Self-Discipline - Great leaders always have self-discipline Effective Communication Skills (Speaking and Listening) ·      Communication enables a leader to get others to buy into the vision ·      You cannot become a leader without effective communication skills  

30. Qualities of Leaders Desire for what can be, not the Status Quo  ·        Leaders see what is, but more importantly, they have a vision for what could be. ·        Great leaders are never satisfied, they are constantly striving for higher levels. ·        Willingness to take risks to make things better

31. Good vs. Great Organizations  Good Great High Level Leaders Leaders at all Levels   Takers Makers   20% 80% Responsibility Empower all Employees concentrated with a few employees    

32. Good vs. Great Organizations   Good Great   Pyramid Flattened   Focus- Focus- What is being done What are we trying to Accomplish Haphazard Leadership Succession Plan Individual Team

33. Good vs. Great Organizations Think about the organizations you recognize as being leaders in their field What kind of leadership do they have?

34. Creating an Environment for Leadership Development The attitude of a leader coupled with a positive atmosphere Leaders develop a vision Leaders must model the way; set the example Leaders provide growth opportunities (personal & organizational)

35.  Organizations that Create a Leadership Environment:  Committed to the growth and development of their people Willing to spend money to develop employees Provide growth opportunities for their people Leaders have vision and share it with their people Think big Look to promote from within

36. BECOME A LEADER  Long Term Commitment to Learning – It does not happen overnight Ø      Leadership development is a long term process Ø      Commitment to personal growth Ø      Perpetual learner and Perpetual teacher   

37.  BECOME A LEADER   Self Analysis Ø     What are your strengths and weaknesses? Ø     Formulate a plan to develop the skills you need to become a leader

38.  BECOME A LEADER  Personal Leadership Development Plan Ø     Time for development must be planned Ø     Commit to daily or weekly growth Ø     When you learn something, determine how you will apply it Ø     Find someone to grow with Ø     Start small but start today

39.  BECOME A LEADER   Great Leaders Have Credibility Ø     Credibility = Honesty + Forward Looking + Inspiring + Competent Ø     Honesty – Values, ethics, and standards Ø     Forward Looking – The ability to have a vision Ø     Inspiring – Communicate the vision with energy and enthusiasm Ø     Competent – Capable and effective Without credibility a leader will not be able to get people to follow a vision  

40. A Leadership Plan  10 Fundamental Practices  CHALLENGE THE PROCESS 1.   Search out challenging opportunities to change, grow, innovate and improve 2.   Experiment, take risks and learn from the accompanying mistakes   

41. A Leadership Plan  10 Fundamental Practices    INSPIRE A SHARED VISION 3.  Envision an uplifting and ennobling future 4.   Enlist others in a common vision by appealing to their values, interests, hopes and dreams

42. A Leadership Plan  10 Fundamental Practices  ENABLE OTHERS TO ACT 5.   Foster collaboration by promoting cooperative goals and building trust 6. Strengthen people by giving power away, providing choice, developing competence, assigning critical tasks, and offering visible support   

43. A Leadership Plan  10 Fundamental Practices  MODEL THE WAY 7.   Set the example by behaving in ways that are consistent with shared values 8.   Achieve small wins that promote consistent progress and build commitment

44. A Leadership Plan  10 Fundamental Practices  ENCOURAGE PEOPLE 9.  Recognize individual contributions to the success of every project 10.  Celebrate team accomplishments regularly  

45. LEADERSHIP MISTAKES TO AVOID  Fail to be Flexible – Everything changes Commanding instead of Leading – Don’t dictate, elicit cooperation Failing to Listen – Leaders must listen to their followers Thinking of your own needs first – Great leaders put the needs of others before their own   

46. LEADERSHIP MISTAKES TO AVOID Failing to Teach – Leaders must constantly learn and teach Failure to learn from your past mistakes Seeing things only in black and white. Things are not always right and wrong. Many solutions are found in the grey.  

47.    Don’t Just Manage Lead !